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Boosting the impact of career planning

Boosting the impact of career planning: Strategies for getting the most out of your programs.

Executive summary

(Click here to view research highlights and download the full 16-page report.)

Today’s HR professionals know how crucial career planning is but their organisations often fail to act on this knowledge, according to new research conducted by HR.com in partnership with Harrison Assessments.

Our survey analysis also revealed a number of critical findings that relate career planning to issues such as employee retention, engagement, recruitment, assessment and leadership development. Below are some of the key findings from the research:

1. Career planning has grown more important in the last three years, suggests the data. About nine out of ten respondents said employee career planning is either more important (48%) or as important (43%) compared to three years ago.

2. Few organisations approach employee career planning systematically, despite its rising importance. Just 11% of participants say employee career planning is a serious initiative in their organisations.

3. Employee career planning has a large impact on other critical talent management areas, according to many of our respondents. Participants believe career planning has a very high or high impact on employee retention (60% of respondents), employee engagement (58%), and recruitment of high-quality talent (45%).

4. Few organisations make data-driven decisions related to employee career management: About 60% of the participants use competency models for leadership development, but less than
one-in-four participants use behaviour assessments in career planning.

5. Most participants report they are either already facing or will face soon talent gaps in leadership: More than one-third (35%) of the participants say they already face a leadership talent gap. Another 20% say they will face a leadership talent gap within two years.

Download the full report.

Find out how Balance at Work and Harrison Assessments can help your organisation meet career planning challenges.

About Susan Rochester

BSc MHRM FIML
Susan Rochester has been managing director of Balance at Work since 2006. Susan has a natural tendency to balance analytical thinking with an optimistic outlook to set direction and solve problems. She is an effective facilitator and constantly creates new and more effective ways of doing things, motivated by helping others to achieve their goals.

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