Retain and Gain Career Management for Small Business - INCLUDED
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P L AY B O O K
Retain and Gain
Career Management for Small Business
INCLUDED
Lisa Taylor, Challenge Factory 10-minute
activities to get
more from your
employees
P L AY B O O K
Retain and Gain
Career Management for Small Business
Lisa Taylor, Challenge Factory
Acknowledgements:
This Playbook was published by CERIC
(the Canadian Education and Research
Institute for Counselling). CERIC is a
charitable organization that advances
Retain and Gain: Career Management education and research in career
for Small Business counselling and career development, to
increase the economic and social well-
Copyright 2017 by Lisa Taylor, being of Canadians.
Challenge Factory
After consultations with its Board
of Directors and the Marketing,
No part of this publication may be
Communications and Web Services
reproduced, distributed, or transmitted
Committee, CERIC turned to career
in any form or by any means, including
expert, author and small-business
photocopying, recording, or other
Owner Lisa Taylor to research and
electronic or mechanical methods,
write this guide for you, Owners and
without the prior written permission
Managers in small businesses (those
of the publisher, except in the case
with fewer than 500 employees).
of brief quotations embodied in
As the Founder and President of
critical reviews and certain other
Challenge Factory and the Centre
noncommercial uses permitted by
for Career Innovation, Lisa is widely
copyright law. Wholesale discounts
recognized for her “future of work”
for book orders are available through
insights while also managing a growing
Ingram Distributors.
business. She is passionate about the
changing nature of careers and the
Published by:
resulting impact on the economy and
Canadian Education and Research
on people of all ages.
Institute for Counselling
(CERIC) Lisa would like to acknowledge the
2 St Clair Avenue East, Suite 300 following leaders, advisers, research
Toronto, Ontario subjects and contributors:
M4T 2T5 Sharon Ferriss, CERIC’s Director,
Canada Marketing, Web and New Media,
is an inspirational project leader
Website: www.ceric.ca and Norman Valdez, CERIC’s
Email: admin@ceric.ca Senior Manager, Digital Media &
Communications, is a talented and
ISBN creative designer. Thanks are also due
Paperback: 978-1-988066-17-2 to CERIC’s visionary leaders Riz Ibrahim
EBook: 978-1-988066-18-9 and Bruce Lawson, President of The
Counselling Foundation of Canada.
The project also benefitted from the
research support provided by Daniel
Mester, Cayla Charles and Ian Munro.
Lisa and Sharon would also like to Spa and The Ivy; Don Coady, Owner &
acknowledge the support of the Creative Director, DC Design House;
project’s Knowledge Champions: Nancy Rowland, VP Corporate Services
Jennifer Hagan from the Canadian and Operations and COO, Ontario
Chamber of Commerce, Richard Science Centre; Shirley Zerfas, Owner,
Buteau and André Raymond from Laval One Imaging Inc.; Rona Birenbaum,
University, Dr. Marie Bountrogianni President, Caring for Clients; Sheldon
and Fred Anger from The G. Raymond Kreiger, Owner and Operating Partner,
Chang School of Continuing Education, Boston Pizza; Chantelle Hansen,
Ryerson University, Ian Young from The Director of Human Resources, JMP
CFO Centre, and Anthony Kellner at TD Engineering; Scot Rutherford, President
Bank Group. and CEO, Scot Builders; Jillian
Hardie, Executive Director, Challenge
This project was guided by a fantastic Disability Resource Group; Vanessa
advisory committee, with thanks to the Légère, Consultant in Development
following members: Fred Anger and Dr. of Competencies and Processes,
Marie Bountrogianni, The G. Raymond Victrix; Jenny Basov, Senior Manager,
Chang School of Continuing Education, Human Resources, Toronto Regional
Ryerson University; Jenny Basov, Board of Trade; Roxanne Larouche,
Toronto Regional Board of Trade; Beth Director of Human Resources, Yukon
Dea, Futurepreneur; Don Edmonds, Hospital Corporation; Jeff Quipp,
Edmonds Rose; Sue Folinsbee, Tri En CEO, Search Engine People; Laura
Communications; Jennifer Hagan, Ambrozic, President, Mimic Print; Eric
Canadian Chamber of Commerce; Walker, Managing Partner, CW Partners
Anne Lamont, Maritha Peens, André LLP; Geneviève Babin, Vice President,
Raymond, Laval University; and Mark Groupe Pro Sante; Guylaine Gélinas,
Venning, ChangeRangers. General Manager, Provincial House
Lisa would also like to acknowledge of the Ursulines of Quebec; Steven
the organizations that participated Thériault, General Manager, Matelas
in our research interviews. These Dauphin, and additional interviewees
organizations all have fewer than 500 who wished not to be named.
employees, are located across Canada
(coast to coast to coast), represent
Anglophone and Francophone
ownership and are in the private, public
and non-profit sectors:
Ian Young, CEO, The CFO Centre;
Taffik Choudhury, Managing Director,
Traxion Strategic Partners; Derek
Bullen, Owner, S.I.Systems; Vanessa
Melman Yakobson, CEO and Partner,
Blo Blow Dry Bar; Joan Garson, Baskin
Financial; Mary Aitken, President and
Founder, Verity, George, Sweetgrass
Section 1: Introduction 5
CONTENTS Note to Business Owners
Note to Business Managers
6
8
Why Use a Travel Guide Format 9
Section 2: Career Management 11
Fundamentals
Destination: Why Career Management 12
Matters to Your Business
Preparing for Your Career 13
Management Journey
What “Good” Career Management Looks Like 16
Section 3: Career Management Action 19
Plans
Building Your Career Management Itinerary 20
Itinerary A: 10 minutes to spare 23
Itinerary B: 1 hour a week 27
Itinerary C: Half a day every few months 31
Template to Build a Small Enterprise Career 36
Management Itinerary
Template to Build a Medium Enterprise 37
Career Management Itinerary
Sample Career Management Itinerary 38
Section 4: Special Situations 39
Losing Staff and Succession Planning 41
When Managers Are Not Comfortable or 43
Capable of Having Career Conversations
Dealing with Life Events and Leaves of 45
Absence
Career Considerations in Small- and 46
Medium-Sized Family Businesses
Career Considerations for New Graduates 47
Career Considerations for the 50+ 48
Workforce
Section 5: Listed and Additional 50
Resources
Section 6: Thank You to Our Knowledge 55
Champions
Notes and References 59
Section 1: Introduction Note to Business Owners 6 Note to Business Managers 8 Why Use a Travel Guide Format 9
Section 1: Introduction
Note to Business
Owners
Congratulations! By picking up this Playbook
you are among the select group of Business
Owners who know that there is a direct link
between healthy employee careers and
strong business results.
Business ownership time and attention.
is a journey for those But, there is a shortage of
seeking adventure, time and, in many cases,
fulfillment, surprise, capital to do all of the
growth, satisfaction and things that you want to
reward. And, while it do. That’s what makes
may sometimes feel like the SME Owner’s journey
you are alone in your unique. It requires focus
exploration, it is far from and creativity in how you
a solitary path. In Canada, use the resources you
99.7% of all business with have available to you.
employees are small- or In examining the BDC
medium-sized enterprises In 2015, the Business
report, we noted the
(SMEs), with the vast Development Bank of
following finding:
majority of organizations Canada completed a
falling into the category study to determine “Clearly, the size, industry,
of the “micro business,” what SMEs needed age and location of a
(10 or fewer employees). 1 to successfully grow. business are all factors
In fact, in 2015, SMEs They presented their that influence its ability
employed 90.3% of the “Winning Strategies” to grow. However, these
private sector workforce after thoroughly factors will have no
(10.5 million Canadians).2 profiling Canada’s impact if the business’s
small- and medium- leaders do not wish
Success depends on great sized enterprises, to expand in the first
products or services, including analysis and place.” 4
strong client relationships recommendations for
and a solid understanding This Playbook is your
talent-related challenges opportunity to reconsider
of your market. Staying that inhibit growth.
on top of day-to-day how you think about
operations while planning
for longer term strategic DID YOU KNOW?
On average, employee-related costs account
moves is critical. There is for an estimated 70% of overall operating costs.
no shortage of work to The relationship you have with your workforce
be done, nor is there a is both your most significant risk and your
limit to who needs your greatest competitive opportunity. 3
6
Retain and Gain
Section 1: Introduction
DID YOU KNOW? invested your staff
We asked Business Owners which people-
are, personally, in the
related issues keep them up at night: success of the business.
• 83% worried about engaging and retaining We assert that there is
employees nothing more personal
• 66.7% indicated finding the right talent and than each employee’s
recruitment was a challenge individual career. More
• 61.1% were concerned about developing new than one-off rewards or
leadership candidates and Managers team-building exercises,
• 50% wondered how to provide career focusing on your team’s
development opportunities for employees careers ensures that
throughout their careers with limited your business will
opportunities for promotion succeed because they’ve
• 50% worried about compensating and succeeded.
rewarding employees (although only 38%
of respondents indicated they were worried
Indeed, career
about managing tight salary budgets in a management affects
competitive market) more than just employee
satisfaction and
When these results were analyzed by age
of company, we found that finances were loyalty. It drives better
most concerning for companies within customer service, faster
their first 7 years of business. Recruitment identification of ways
concerns increase for companies with 4-7 to improve business
years in business. By the time a company has
operations and increased
been in business 7 or more years, employee
engagement, retention and leadership opportunity for growth –
development concerns dominate. for employees as well as
for your business.
career management normal workday ends
as a strategic lever • More than twice as
for stronger company likely to help someone TAKE ACTION:
performance. We’ll at work even if they Throughout this
provide key statistics, don’t ask for help Playbook you will see
tools and tips throughout • More than 3 times the “TAKE ACTION”
the Playbook. To get heading with some
as likely to do suggested ways to
started on this journey, something good for take the information
consider the following the company that is in this Playbook and
from the Temkin Group 5: not expected of them put it to immediate
• More than 5 times as use. Don’t feel like you
Highly engaged must incorporate all
employees are: likely to recommend suggestions or topics
• 2.5 times more likely that a friend or covered immediately.
to stay at work late relative apply for a The aim of this
job at their company Playbook is for it to be
if something needs an ongoing resource
to be done after the Employee engagement you can use over time.
is a way to express how
7
Section 1: Introduction
Note to Managers
Welcome to the Career Management
Playbook designed for you - a smart, TAKE ACTION:
engaged and curious Manager. The templates,
resources and tools are
In developing this employees with a clear provided to guide you
Playbook, we spoke career path – and only to action. If something
with Managers in SMEs 36% of employees doesn’t quite fit, feel
across Canada. From agree that this is true. 6 free to change it. We
hope that the ideas are
British Columbia to • 82% of Millennials say a starting point that
Yukon to Newfoundland that they are loyal inspire you to grow
we heard about limited to their employers, and build your people
time and a need to but only 1% of HR through great career
play many roles. Some experiences. As a first
managers would step, you might want
commented that if they use the word “loyal” to share this guide with
had the responsibilities to describe their the Owner of your
they currently held Millennial staff. 7 company (or have them
and worked in a large get their own copy) and
corporation they would • 68% of employees work through key topics
have a much larger title say their Managers together.
with greater market aren’t actively engaged
understanding of their in their career of disengagement among
skills and experience. development. 8 staff.
Others expressed sincere Even Managers who Consider yourself
concern for the careers believe they are well a traveller and this
and, indeed, the lives connected with their Playbook is your travel
of their employees and staff and are helping with guide. Keep an open
struggled regularly to do career development may mind about what you
right by them while still find that their employees might find and learn as
managing cash flow and do not recognize that you explore new ways
workload demands of the they are being supported. to engage with your
business. The disconnect between staff. You may find that
As we created this Manager intention and this journey is not at
Playbook we noted some employee experience can all what you expected
significant disconnects often lead Managers to and that there are
between what Managers disengage from career specific activities, off the
and employees think management activities. beaten path of common
about current career After all, if efforts management wisdom,
patterns. Specifically, we to assist employees that create exceptional
noted that: go largely unused or experiences for you, your
unappreciated, there are staff and your company.
• 60% of HR leaders
other priorities and ways
believe that their
to focus precious time.
companies provide
The result can be a spiral
8
Retain and Gain
Section 1: Introduction
Why Use a Travel
Guide Format
As a SME Owner or Manager, you know
1 thing for sure: there is never enough time to
do what needs to be done.
We heard this loud and learned that we need
clear while completing to provide a business-
the research for this focused Playbook
Playbook. Business that gives Owners and
Owners told us over Managers what they
and over again that they actually need:
believe they have the The gift of time and of time we can spend in
knowledge and skills to proven action steps that any single location. We
be better career advisors fit into your everyday need to make the hours
and Managers for staff. work schedule. count and stretch our
They have the know-how, financial resources as far
but lack the time and You will find we have as possible. It is all about
are unsure how career structured this Playbook the experience.
management applies in a in an innovative and
creative way. We learned Similarly, time and
flat structure. Many felt
in our interviews and resources are critical
that while they provide
research that you constraints for
employees with “jobs,”
value access to career Business Owners and
there were limited
resources that you Managers. You know
career development
can immediately use. that recruitment,
opportunities for staff,
There was a clear employee engagement,
and discussions would
interest in a brief employee retention and
only lead staff to look at
Playbook that helped in productivity depends
other companies for a
everyday interactions on positive employee
next career step.
and activities, with experiences including
It got us thinking, links to recommended opportunities to learn,
where else do we resources and more grow, be recognized,
encounter new, unknown detailed support for be challenged and be
experiences with an those interested in taking rewarded. But how
overwhelming number a deeper look into a do you make good on
of activities that could particular topic. the promise of a great
and should be done, and employee experience
limited time? How can we For these reasons, we while juggling tight
provide a fresh approach structured this Playbook budgets, limited staff
to improving the careers like a travel guide. and not enough time
of those who own and When we travel we are to do all of the things
work within SMEs? We limited by the amount that “should” be done.
9Section 1: Introduction
Why Use a Travel
Guide Format
continued
The right “Career
Management Itinerary”
will deliver experiences
that meet the needs and
aspirations of both your
staff and your business.
We will show you that
career management is a
high-value, high-return,
low-risk business lever
that will carry your
business across long
distances. And, really, who
doesn’t love taking a “just
for you” custom-designed
trip?
TRAVEL TIP: LEARNING THE LANGUAGE
Travel often involves learning new terms. In our
research, we learned that SME Business Owners
and Managers believe “career development” and
“training” are synonymous, while the term “career
management” was generally understood to be
broader, encompassing many different activities
and lasting for a person’s full working life. Small
organizations also felt that “talent management”
and career management were the same thing, while
medium-sized organizations tended to view talent
management as a strategic corporate activity, which
might not include providing career-focused tools and
assistance to staff. Throughout this Playbook we will
use career management to describe our topics and
activities, although some of the quoted sources may
use other terms. For our purposes, we will consider
career management and career development to have
the same meaning. For those interested in formal
definitions, career management is “a lifelong, self-
monitored process of career planning that focuses on
choosing and setting personal goals and formulating
strategies for achieving them.” 9
10Section 2: Career Management Fundamentals Destination: Why Career 12 Management Matters to Your Business Preparing for Your Career 13 Management Journey What “Good” Career Management 16 Looks Like
Section 2: Career Management Fundamentals
Destination: Why
Career Management
Matters to Your
Business
Employees want to know you are invested
in their careers. You need a strong team
and employer brand. Ongoing career
management is the answer.
This section provides career management plan
background information or itinerary, you can find
to help you become templates, activities and
familiar with the tips starting on page 20.
language, opportunities
and options that career
management offers
your business. In a real
travel guide, this section DID YOU KNOW?
would be your overview We asked SME Owners and Managers what image best
to the city, province, represents how careers work. Here are the top 10 images
state or country that that came to the Owners’ minds:
you were going to visit. • “Mountain range where peaks lead to the next valley
If you would like to jump and a new peak”
right into planning your • “Kids maze where there are many entrances and 1 of
company’s customized them leads to the path that reaches the centre”
• “Staircase”
• “Paths with many branches to choose from along the
way”
VOICE OF AN • “Group of mountain climbers who support each
EMPLOYER other and provide equipment to help at various
stages of the climb”
“When employees • “Safari, because you don’t know what wild animals
see that we invest lurk in the weeds and rivers you have to cross
in them, that there because you haven’t reached them yet”
is the possibility for • “10 years ago, it was stairs, but now people can have
so many careers it’s hard to say but a trip or a journey
career development,
most describes it”
they stay. And even if
• “A pyramid”
they leave, they come
back.” 10 • “A ladder”
• “Trains - sometimes you get derailed”
12Retain and Gain
Section 2: Career Management Fundamentals
Preparing for Your
Career Management TRAVEL TIP:
Journey Some trips are planned
all on our own. Others
are more complicated or
Career management activities will enhance require insight we don’t
business results, with minimal advance have the time to gather.
In these cases, we turn
preparation. to travel agents and tour
companies to help us
Before preparing for a Does the day-in, day-out plan a great experience.
trip, most people have a experience of being on In the field of career
management there are
few specific questions: your staff energize and advisors and experts able
build their career or does to help you with planning
• What can we afford? it drag them down? What and execution. Look
• When is the best is your workplace culture? for professionals who
time to travel? use the term “career”
In this Playbook, we (distinct from “HR”) to
• What type of provide tips and activities describe their area of
experience do we that enhance career expertise.
want to have? opportunities, that
In preparation, you plan, build your culture and And hiring is just the
budget, scour online that establish a strong beginning. SMEs struggle
review sites and ask employer brand. to maintain employee
friends about cities, engagement and to retain
Anyone who has been
hotels and tours. You top performers. We
through a recruitment
then make choices that learned in our interviews
cycle knows just how time
best fit your criteria. that many SMEs
consuming it is to recruit
experience high turnover
Similarly, your current and hire new employees
among top performers
and future employees and how important it is to
due to a perceived limit
go through the same make good hiring choices.
on career advancement
process when deciding
to apply, join or stay with
your company. They
consider the salary and
benefits offered and
whether now is the right
time in their career to
have the role that you are
offering. But, more than
any other factor, they
evaluate what it is like to
work with you.
13Section 2: Career Management Fundamentals
Preparing for Your
TRAVEL TIP:
Career Management As you explore the rest of this Playbook,
Journey continued consider the growth path that your company is
on. You likely know what your goals are in terms
of revenue and profit. If you have equipment,
opportunities. you also likely know what investments you will
need to make to increase production, reduce
But we know that there repair costs and minimize risk. But what are
are many opportunities your employee-related goals and investment
for people to grow their plans?
careers, in meaningful We couldn’t create a Playbook for SMEs without
ways, even in a flat referring to the number 1 issue that keeps
or small workforce Business Owners up at night: cash flow. While
structure.11 employees often wish their employer would pay
for additional training or send them to industry
Employees need to have events, we know that cash-related pressure is
a broader understanding intense, especially in the first few years of being
in business. Therefore, the core activities, tips
of their own career, while
and major recommendations provided in this
Owners and Managers Playbook are designed to work with free (or
need to motivate, low-cost) resources. From time to time we
challenge and support mention additional services that you might want
employees as they to invest in, but only as an option. Every trip has
financial limitations and even budget travellers
grow. How these needs
can have incredible experiences.
are identified, met and
measured in large part Consider these questions as you evaluate the
ROI of spending time and/or resources on
defines the culture of career management activities:
your company.
• What costs are we incurring by ignoring
Like any country, territory or deferring the career needs of
or city, your company our staff? HINT: It costs you in hard
has its own culture and dollars as well as lost productivity
it is often informal and • When is the best time to start improving
unstated. Even a stated employee engagement? HINT: NOW
mission, values & vision • What type of employee experience
statement does not and employer brand do we want?
prevent your employees HINT: One that engages and motivates
staff to do their best work
from talking with family,
friends or online about
what it is like to work just as important as the for prospective staff,
at your organization. brand(s) you maintain partners and customers
Indeed, the “way business for your products and to see.
is done around here” services. Today it is easy Engaged employees align
does not always align with for staff to share what their own career success
how Owners or Managers they love and regret with the success of the
would describe desired about working with you brands and organizations
corporate culture. Your on social media sites like they work for. How your
brand as an employer is LinkedIn and Glassdoor, employees perceive
14Retain and Gain
Section 2: Career Management Fundamentals
opportunities within
your company is linked
to key business results.
Turnover is expensive and DID YOU KNOW?
members of a disengaged • Career satisfaction and work-life balance have been
identified as the top 2 reasons employees stay at their
workforce will not be current jobs. 13
the brand or customer
advocates you need to • 78% of employees said they would remain longer
with their employer if they saw a career path with the
differentiate from your current organization. 14
competitors.
• 55% of SMEs expressed difficulty hiring and retaining
Cash flow is the critical qualified personnel, making it the second greatest
issue for SMEs. However, challenge to growth only after dealing with growing
operating costs. 15
in study after study,
career management is
at the heart of priorities
2, 3, 4 and beyond.
From recruitment to
onboarding to retention
and management, the
employee career lifecycle
is important to both
the employee and the
business.
In fact, challenges with
finding and retaining
qualified and engaged
staff contribute directly
to your company’s ability
to better manage its
costs. Consider Gallup
findings that demonstrate
higher workplace
engagement leads to 37%
lower absenteeism, 41%
fewer safety incidents
and 41% fewer quality
defects.12
15Section 2: Career Management Fundamentals
What “Good” Career
Management Looks
Like
SME Owners shared with us their concerns
about having career conversations with
staff.
Some worried that they certain fundamentals
would not be able to about their careers.
offer good suggestions. CERIC has developed its
Others misinterpreted 8 Guiding Principles of
career management Career Development
for performance to help clarify and define
management and the scope of career-
resisted having to have related work. (Recall that
hard discussions about we are using the terms
shortcomings and career management and
consequences. Still others career development competencies – and
worried that encouraging synonymously for this connecting those with
broader career Playbook). market needs.
discussions would only These principles can 3. Involves understanding
encourage key employees help ensure you have options, navigating
to leave for opportunities good career-focused with purpose and
in larger companies. conversations, resources making informed
Good career (like those listed at the choices.
management requires end of this Playbook) and 4. Should be self-
that Managers and programs in place with directed; an individual
employees understand your staff. is responsible for his
Career Development: or her own career,
but is not alone – we
1. Is a lifelong process all influence and are
VOICE OF A of blending and influenced by our
BUSINESS OWNER managing paid and environment.
unpaid activities:
“10 years ago [careers learning (education), 5. Is often supported and
work (employment, shaped by educators,
were like] stairs, but
entrepreneurship), family, peers,
now people can have
volunteerism and Managers and the
so many careers it’s greater community.
leisure time.
hard to say but a trip
or a journey best 2. Entails determining 6. Means making the
interests, beliefs, most of talent and
describes it.”
values, skills and potential, however
16Retain and Gain
Section 2: Career Management Fundamentals
not a solitary pursuit.
Managers play a
key role alongside
DID YOU KNOW? individual employees.
Performance management is not the same as career This relationship has
management. Performance management is “an ongoing been described in
process of communication between a supervisor Chapter 16 of the text
and an employee that occurs throughout the year, in Career Development
support of accomplishing the strategic objectives of the
organization.” 16 It focuses on how well employees have
Practice in Canada:
accomplished specific job-related activities in support of Perspectives, Principles,
stated business goals. For example, is the sales person and Professionalism, by
meeting his or her target? Is the project Manager staying Sandra Boyd and Kim
on time and on budget? In our research, most companies Spurgeon as a career
have a method or system for performance management
and we will assume that your employees are performing
partnership, in which:
and meeting company targets. This Playbook will address “Managers, by providing
topics and actions that go beyond performance-related learning opportunities
discussions, interventions and follow-on actions.
and supporting career
goals, help to empower
you define growth resources for SMEs, most their employees and
and success – not have a heavy emphasis on further their career
necessarily linear compliance. development. The
advancement. organization, for its
Career management
7. Can be complex part, has a duty to help
resources and experts
and complicated, so develop employees’
tend to come from the
context is key – there career-management skills
public (policy-focused),
may be both internal through human resources
academic (research-
constraints (financial, programs, mentoring, and
focused) or non-profit
cultural, health) or networking. Lastly, the
(service delivery-focused)
external constraints employees themselves
sectors. However, as
(labour market, must be accountable for
career paths change in
technology). their own development
today’s innovation and,
through self-assessment,
8. Is dynamic, evolving increasingly freelance-
skills updating, and setting
and requires enabled economy, SMEs
career goals. When these
continuous adaptation and larger enterprises are
three work together,
and resilience through seeking guidance from
employees become more
multiple transitions. new, yet very established,
engaged and retention
Career management sources. Career
improves.” 17
principles, theories management provides
decades of wisdom Indeed, good career
and tools are not
and results to help management has a strong
necessarily included
leaders and employees link to high productivity,
in entrepreneurship
navigate today’s changing faster time to market
or human resource
employment structures. and higher customer
programs and, while there
satisfaction. It is led by
are many HR-focused Career management is
17Section 2: Career Management Fundamentals
What “Good” Career
Management Looks
Like continued DID YOU KNOW?: TOP 10 MISCONCEPTIONS ABOUT
CAREER MANAGEMENT IN SMEs
the individual, can take Based on our interviews with Canadian SME Owners
many different forms and and Managers, we heard the following misconceptions
about career management. They are all false and prevent
is not necessarily focused
companies from establishing good career practices. How
on promotion or mobility. many are at play in your organization?
Instead, it is rooted in
the understanding that 1. Small companies can offer jobs. Careers are only
possible inside large enterprises.
career development
occurs when employees 2. Career management and training are the same thing,
as are career development and advancement.
have increasing access to
unique experiences. 3. Employers are in control of the career paths of their
employees.
4. Staff know how to manage their own careers.
5. Managers know how to help staff with their careers.
6. Millennials are more interested in lifestyle and work-
life balance than a traditional career.
7. Older employees don’t need to worry about their
career as they are unlikely to make a significant
change after age 50.
8. Career management is costly and doesn’t deliver an
immediate return on investment to the business.
9. Career management is only for professionals or
knowledge workers.
10. There isn’t hard data, proven practices and solid
research available to help SME Owners and Managers.
with tough career related situations.
18Section 3: Career Management Action Plans Building Your Career Management 20 Itinerary: Itinerary A: 10 minutes to spare 23 Itinerary B: 1 hour a week 27 Itinerary C: Half a day every few 31 months Template to Build a Small Enterprise 36 Career Management Itinerary Template to Build a Medium 37 Enterprise Career Management Itinerary Sample Career Management 38 Itinerary
Section 3: Career Management Action Plans Building Your Career Management Itinerary So far, we’ve focused on making the case for career management within SMEs and providing some guidelines on what good practices and programs might consider. Using a travel analogy, terrific experience. we’ve provided In our research, background on the we learned that career management organizational size practices that develop matters when it comes employees and build to how time is spent. We business success (the learned that companies “destination”). We’ve with 1-50 employees also outlined how career deal with limited management can make time and resources your organization a differently than those more attractive place for with 51-499 employees. recruits. We also learned that use as you select which But we all know that the the perceived career activities you want to most rewarding part management skills of include in your company’s of preparing for a trip Managers as well as the customized Career occurs once the itinerary priority they place on Management Itinerary, is set and the planning career-related coaching 1 for companies with 50 is done; when you know and support differs or fewer employees and what to expect and can by size of company. 1 for companies with 51- focus on how to make an Therefore, we’ve provided 499 employees. already great schedule a you with 2 templates to For Companies with 1-50 Employees: You operate with the most limited time, capital and employee resources. Your business requires you to be both leader and foot soldier and every hire that you make needs to perform. You are more informal than larger companies when it comes to HR policies and procedures and the Owner of the company likely performs most of the employee performance and career management activities. In our research, we learned that Business Owners and Managers in companies with less than 50 employees are more likely to be able to plan additional activities if they are done on a weekly or monthly basis. When you do find extra time in your day, it is last minute and requires activities that can be completed quickly without having to draw in other people. 20
Retain and Gain
Section 3: Career Management Action Plans
For Companies with 51-499 Employees
Your business has a bit more equilibrium than the smaller-size companies. There is more
stability and confidence in your future growth capabilities, especially if you have been
in business between 5-8+ years. You likely have adapted your original organizational
structure so that there are team leads or Managers who assist the Owner(s) with day-
to-day employee performance management, even if the senior leadership team is still
actively involved on a quarterly, bi-annual or annual basis in performance reviews and
workforce/recruitment planning.
Our research identified that approximately 67% of Owners and Managers in mid-sized
companies do find an hour of unaccounted for time within a typical week, more than
what is reported by Owners and Managers in smaller companies. You also are more likely
to have formal career or performance review cycles, either quarterly, twice a year or
annually.
21Section 3: Career Management Action Plans
TRAVEL TIP:
You will find a template for small companies (1-50 employees) on page 36
and for medium-sized companies (51-499 employees) on page 37. As you read
through the suggested career management activities, you can use these tem-
plates to build your own “itinerary” or customized action plan.
TIPS TO GET YOU STARTED
1. Just as a travel guide would have different categories of recommendations
(hotels, tours, dining, transportation, etc), we, too, have considered that
you may want to build your Career Management Itinerary based on various
types of activities.
• For some, focusing in on 1 goal might lead you to complete the activities
across a specific activity (like a “Foodie” Tour would emphasis dining
options as priority activities).
• Others, might look to balance what is included in their plan to get
broader exposure to career management across a variety of activities –
like a “Cultural Highlights” Tour.
• Finally, others might skim each activity and select only those that tie
specifically into a current business issue. In this case, the analogy might
be a themed trip where most of the lodging, dining and touring events
focus on a specific topic or theme.
2. Like when planning a trip, we have listed far more activities than can
reasonably be accomplished within the likely timeframe that you want to
set, such as a 6- to 12-month period. Don’t feel pressure to choose more
than the number of activities you feel is realistic (perhaps with a few extra
in case you become particularly engaged or priorities change). Just as
you can’t see everything in a city or country in 1 day, you can come back
and build new itineraries each year to broaden your career management
experience and exposure.
3. The activities are structured to start at the top by challenging you to think
differently, with each subsequent section becoming progressively more
action oriented and tied to business goals. We recommend starting by
reading all the activities and putting a star beside or circling the activities
you want to come back to. Next, review the activities you have “shortlisted”
and consider which are most important and what order you wish to tackle
them. Then, fill in the itinerary template provided.
4. In addition to the activities listed that are relevant to all businesses, others
are provided which are better suited to companies with 51-499 employees.
22Retain and Gain
Section 3: Career Management Action Plans
Itinerary A:
10 minutes to spare
If you have 10 minutes to spare you might
choose 1 of these activities. You can do the
same activity each day, or alternate between
a few activities.
Think Share
About
Goal: Develop a culture
Goal: Identify new, of collaborative
positive actions to take learning that
encourages employee
Think about yourself. development
Identify one career-
defining moment from Begin to regularly
your past. Write it down share 1-line success
and consider sharing it messages with your
as part of an upcoming staff that highlight how
team event, call or an employee has grown DID YOU KNOW?
communication. Why was or developed new skills.
it meaningful? What did Consider using this According to the
format: Canadian Research
you learn?
Working Group on
Does your story Subject: Career Creativity Evidence-Based Practice
provide context to in Career Development
Body: Last week (CRWG), “For the most
any business or career [employee name] showed part, employees of small
situations others might career creativity when and medium enter-
be experiencing? If they helped [customer/ prises enjoy their work
so, consider sharing and like working for a
peer/me] solve a problem. small company. They
your story as part of [Outline the problem value communication
a broader employee and what it meant to with their employer
communication. the person and to your and co-workers a great
See the Travel Tip business]. I look forward deal. However, they feel
limited with regard to
for good employee to [employee name] possible development
communication on page sharing what they learned and, together with their
25. from the experience. Well employer, would like to
done. be able to identify new
challenges.” 18
23Section 3: Career Management Action Plans
TRAVEL TIP:
We asked Small Business Public Relations Expert Keka DasGupta of
www.kekadasgupta.com for her advice should you find that your employees
are expressing workplace or career frustration online. Here is her brand-
protecting recommendation:
“No matter how wonderful your offering may be, when it comes to online
ratings, people know there will always be a select few who will complain. But
positive ratings must vastly outnumber negative ones for us to accept an
offering as great. It’s all about ratio. Consider TripAdvisor. Some of the world’s
best hotels have both good and bad reviews on the site. When we see many
more positive reviews in comparison to negative ones, we are reassured.
Similarly, to neutralize negative employee reviews online, SMEs must
proactively communicate positive messages about their company to external
audiences.
Here are some ways to do this: 1) encourage employees to become authentic
ambassadors of the company by sharing their experiences online; 2) share
company principles and values publicly, so external audiences can see what
you stand for; 3) build your public profile so people get to know you and like
you as a leader.”
Itinerary A: 10 Discuss What you discuss does
minutes to spare not have to be “career”
related – but know
continued Connect the dots to that there are career
align business goals implications for building
Some organizations will to the day-to-day this type of casual
send these “success” experiences of the rapport and relationship
messages out whenever team with your staff. In regions
there is a success to where staff have long
celebrate. Others will Call a staff member commutes, you may find
set a more predictable and have a “check in” the last part of their drive
schedule, perhaps with no agenda. Let them into work is a good time
including these messages know you are calling to for this type of casual
as part of a broader see what’s new with them “check in” – although
monthly or quarterly and check in on their day. every employee is
communication. Be clear that you have different.
Whatever frequency you about 10 minutes and if After the discussion,
decide to use, let your a longer conversation note priorities, topics or
staff know what they ensues you will schedule questions that come up.
can expect and ensure a follow-up time to
you spend 10 minutes Select a different staff
address items in more
every few weeks soliciting member next time.
detail. Let them spend
stories from staff and a few minutes sharing
Managers. whatever information is
top of mind for them.
24Retain and Gain
Section 3: Career Management Action Plans
Do See the Travel Tip with Measure
suggestions for managing
your online employer
Goal: Take action brand on page 24.
Goal: Identify good
that fosters career Reflect data that can help you
opportunities for your make better business
team
Upon
decisions
Search on LinkedIn Goal: Take time to Most Business Owners
and Glassdoor to see focus on what you and felt that training and
how your employees your team need to career management were
are talking about your keep growing the same activity. They
company and brand. aren’t. Training can be 1
Identify 2-3 people you Select a quote from
want to talk to about this list of over 1,001
what you learn to get an entrepreneurial quotes
outside perspective and compiled by Canadian
support. How can you entrepreneur Bruce
share the good messages Firestone: https://
you see? www.amazon.ca/ TRAVEL TIP:
If there are negative Quotes-Entrepreneurs- When launching new
Great-Inspire-Motivate/ initiatives or programs
comments, you will need with employees, you
to address them from dp/1496011252 and
will need to think about
2 perspectives. First, consider how it can apply who should be eligible
you need to determine to you and your team. for these opportunities
and how you will
what course of action Here are some of our communicate to the
is appropriate for favourites to get you team. According to Priya
the employee. Action started: Bates of Inner Strength
might include anything Communication, good
“Any intelligent fool employee communication
from speaking with the can make things bigger, considers “3C’s” –
employee to dismissal. more complex, and more Contact (who, how
However, keep in mind violent. It takes a touch frequently, what method),
that mild messages of genius—and a lot of Content (what you want
of discontent provide to share and when to
courage—to move in share it) and Context
an excellent learning the opposite direction,” (being authentic and
opportunity for both the Albert Einstein. considering other explicit
employee (how could and implicit messages
they have found a better, “Standing is more tiring being received). You can
more direct outlet to that walking,” Paradox. find additional resources
express what they need) on internal or employee
“It always seems
communications
and for you (what doesn’t impossible until it’s done,” here: http://ow.ly/
your company know or Nelson Mandela. VBCz100sfLk or at
do well that should get https://www.iabc.com/.
more attention).
25Section 3: Career Management Action Plans
tool an employee uses business and a career- month to review the
to manage and navigate related goal. MaRS results and consider
their career. provides a template for which training
evaluation that you may approaches lead to
Ensure that, from now faster improvements
on, your staff complete want to modify or use:
https://www.marsdd. in your key business
an evaluation of any metrics (revenue, cost
online, in-person or on- com/mars-library/
training-evaluation- containment, customer
the-job training taken. satisfaction, cash flow,
The focus should be sample-feedback-
questionnaire-for- etc).
on what was learned,
how it has been applied trainees/.
and how it advanced a Book time in the next
VOICE OF A BUSINESS OWNER
“I worry about managing my communications with the employees.
When situations occur, there isn’t anyone giving me advice and I don’t
know where to get support. I have to provide solutions.”
26Retain and Gain
Section 3: Career Management Action Plans
Itinerary B:
1 hour a week
If you have 1 hour a week, you might choose
to do 2 or 3 of these activities or identify a few
activities to include in your quarterly review.
Think routinely emerge in
About discussions with your
staff. Which career-
Goal: Identify new, related needs seem to
positive actions to take be company-wide and
which are unique to an
Think about the individual or small group
importance of listening of employees? List 3
to staff and reflecting on questions you have about
their concerns. Consider the issues and consider
which questions, asking more questions in
priorities and issues a future 10-minute check
Recommended additional activities for companies with 51-499 employees
Think about the role Similarly, as you start to When you have needs in
your people Managers manage a larger workforce, other non-core business
play. What development there are strategic concepts, areas you look externally
or exposure have they had frameworks and tools that for free and affordable
to career-related tools and can help you make better resources. There are career
theories. Everyone assumes investments and develop management resources
their direct Manager stronger career Managers available to help build
can provide good career within your organization. your internal competency
guidance. However, most with coaching, career
career discussions focus For example, how many of conversations, career path
more on job fit either for these concepts are familiar development and employee
the current role or for to you: engagement.
roles in the future. Job fit • change management
Consider if this is an area
is just 1 element of a career • life stage/life course that should be added to
discussion. It would be like theory of careers the development goals
relying on a Manager who for your people Managers
knows the requirements • positive psychology
and who else within your
and capabilities of specific • brain science of the company might help be a
social media tools to create workplace “Career Champion.”
your long-term strategic
marketing plans. Before It is ok if these terms
jumping to which tools fit aren’t familiar. Your core
you would have a more business is (likely) not in the
strategic discussion. career development field.
27Section 3: Career Management Action Plans
Itinerary B: 1 hour a which brings a weekly Recommended additional
week continued summary of career- activities for companies
focused articles from with 51-499 employees
a variety of sources
in with an employee or on timely topics to
Discuss the concept of
Manager. having various people
your inbox: http:// Managers become
www.contactpoint.ca/ “Career Champions”
Share careerwise. You can with a focus on providing
then use these weekly good career-related
resources to the rest of
summaries to identify 1
Goal: Develop a culture the Managers and staff.
article or topic that you Record concerns that are
of collaborative would like to share with raised, such as limited
learning that your staff. time. Discuss if having 1
encourages employee or 2 people focused on
Good sources for career- this topic might free up
development
related articles could be time for everyone as new
the careers section of tools and practices are
Share an article or tool brought into the company
that focuses on soft your daily newspaper,
to replace current ad hoc
skills that are critical INC magazine, Fast methods.
to your employees’ Company magazine or
success. You may want to LinkedIn Groups (search opportunities for your
subscribe to CareerWise for “career” and your staff to learn from each
industry to get access to other, share their work
Recommended additional relevant discussions and differently and/or explore
activities for companies resources). a new topic that they
with 51-499 employees do not fully grasp but is
Ask your staff to share 1 Discuss related to your business.
article that made them Let them know that you’ll
think about their own ask them to share their
career. Let them know findings from these group
that it would be great if
Goal: Connect the
they could find 1 article in dots to align business learning sessions at an
the next 6 months. When goals to the day-to- upcoming meeting.
ready, have the staff share
the article with 2 or 3 “key
day experiences of the
takeaways” or questions team Do
that were raised for
them. Once you have Discuss what you are
12 or more articles with working on and your
employee comments, Goal: Take action
consider creating an top priorities for the
online folder or booklet next month. Explain how that fosters career
that you can share with your work aligns with the opportunities for your
new staff as part of the work that your staff is team
onboarding process to doing. Solicit questions
generate career-related
that listen for common Focus on retention.
conversations with
Managers. interests, curiosities Keeping good employees
or issues. Discuss new is critical to small
28Retain and Gain
Section 3: Career Management Action Plans
businesses and how you within the next month. And the “Best Part of
lead the team has a lot of My Job” podcasts which
sway on how long they Reflect feature different people
will stay with you. Upon sharing their career
Often Owners of small stories:
businesses have close Goal: Take time to http://www.
relationships with staff. focus on what you and bestpartofmyjob.com/
Over time, discipline your team need to podcast/.
around communication keep growing Measure
and respecting work-life
boundaries, etc. may slip Reflect upon career-
as Owners know that related videos and
they can count on staff to podcasts. TED has Goal: Identify good
understand what needs some terrific material data that can help you
to be done and go the that challenges us make better business
extra mile. But everyone to reconsider how decisions
needs to know that their we communicate
efforts are recognized (Mark Bowden’s “The What career-related
and that their future Importance of Being metrics or goals do you
matters. Inauthentic”) and how set for your staff? Do
we value happiness and they have to demonstrate
Consider how much that they’ve learned
attention you are paying positivity in the workplace
(Shawn Achor’s “The something over the
to your company’s course of the year? Do
culture, to open Happy Secret to Better
Work”). you identify new skills or
communication and competencies to acquire
to being flexible. Has Both of these TED Talks or demonstrate greater
your focus or stance on challenge commonly held maturity? How do they
these topics shifted over assumptions and include align with your business
time? Do you think your practical tips to try. goals? What goals would
employees know why you your employees want to
There is also a seemingly
have made changes that also measure and track?
limitless list of podcasts
affect how they interact List your top business
that can provide you
with you and each other? goals and consider how
with an ability to
For additional tips, reflect on your current the career plans of
consider this article on business needs and each of your staff might
enhancing employee opportunities as it relates make them qualified or
retention: to your employees, their interested in helping you
https://www.marsdd. engagement and their with a special project
com/mars-library/ careers. I especially like: to focus on 1 of the
retaining-top-talent- “HR for Small Business” following:
employee-retention- podcasts https:// • Cash Flow
strategies-for-startups/. itunes.apple.com/
• Increase Revenue
us/podcast/human-
Create a plan to resources-for-small/ • Decrease Costs
implement relevant tips id533673516?mt=2.
29Section 3: Career Management Action Plans
• New Product knowledgeable expert? off decisions.
Development • More frequent career
• Commercialization of conversations?
Research • Experiences such as
• New Partnerships attending trade shows
or community events? DID YOU KNOW?
• Increased Market According to Gallup,
Awareness • Training? “Employees who get
• Geographic Expansion • Time-bound job the opportunity to
continually develop
shadowing? are twice as likely to
What else would you add
to this list? The purpose of this say they will spend
activity is for you to their career with their
With limited time, funds company.” 19
start considering various
and personnel, which
career-related actions
activities promise the
and activities in terms of
strongest ROI:
your business goals so
• Peer mentoring with a you can make good trade-
Recommended additional activities for companies with 51-499 employees
Having Managers and your finance or accounting If you are interested in
executives who can staff to help you put having staff take a training
build a business case together an ROI model course where a basic model
and demonstrate how that identifies good metrics will be developed, consider
employee-related programs to use when evaluating Course 103: Workforce
can be measured is an people-focused investment Program ROI and Analytics
important capability as decisions. Rely on their at: http://www.
your business grows. In the expertise to help you define centreforcareerinnovation.
busy day-to-day world we what is actually measurable, com.
invest in programs that can how you would measure it
demonstrate strong, hard and how you can collect the
returns. Consider asking data needed.
30Retain and Gain
Section 3: Career Management Action Plans
Itinerary C:
Half a day every
few months
If you have a half day every few months or
as part of your annual business planning
activities, you might add the following:
(choose 2 or 3 activities a year).
Think showcase great work
in your marketing
About or employee
communications? Can
Goal: Identify new, an employee represent
your company at
positive actions to take
a public event?
Think about how you
• Workplace – some
motivate your staff. It
of your employees
is sometimes assumed
will really value items
that money is the only
that make their work
motivator – but the within their company. 20
environment special.
research indicates There are also online
What visual reward
otherwise! What type of tools and assessments
can you provide?
experience or exposure you can have your staff
would be meaningful to • Interesting work –
take to identify their
each employee? Some is there a unique
motivators. A free test is
may value attending project or new area to
available here:
an event with you. explore? Which staff
Others might want to would love to spend http://testyourself.
be challenged to solve an hour or 2 helping psychtests.com/
a new type of problem. with something testid/3153.
Create or revise a plan different than their (Author’s note: I prefer
to motivate staff without everyday work? to use the assessments
relying on financial For more ideas and provided by TTI. There
rewards. You may want suggestions, you may is a per person fee for
to consider what rewards want to refer to: the assessment, but
might enhance: https://www.marsdd. I’ve found them to be
com/mars-library/ accurate, practical and
• Public recognition
motivating-employees/. easy for Managers and
– in your company,
Consider that 89% employees to use).
in your industry, in
your community. of employees would
How can you consider a lateral move
31You can also read
