Career Mapping 9

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•Connect diversity-related career development programs with performance

It is argued that all strategic initiatives should have appropriate measurement systems in place, yet in many cases HR programs are not logically connected to key organizational outcomes. A study by SHRM and Fortune Magazine (2001) indicated that most organizations that implement programs such as diversity-related career development do not realize a substantial impact on company performance. Performance consultant Tyrone Holmes (2005) contends that companies would meet with more success if they would tie their diversity initiatives to organizational performance systems and processes, including human resource development. While no one would argue that the talent is immensely important to organizations, the process of assessing the specific financial impact that HR management has on the bottom line is difficult indeed.

Talentship. John Boudreau and Peter Ramstad (2003) contend that, unlike other areas of business such as finance, HR lacks a decision science that would provide a framework to enhance decisions about human resources. Decision science in human resources would help guide and enhance key decisions that depend on or impact talent, and ultimately would require specific measurement techniques. Boudreau and Ramstad call this new approach to human resource science Talentship.

•Build a case for Career Mapping at every level of the organization

Oftentimes the “business case” for HR or diversity initiatives is made in general or global terms. Michael Fineman and Elizabeth McGillivray (2008) advocate that leaders tailor an argument to individual levels of the organization, and that this practice can help in overcoming what they refer to as the “Middle Management Roadblock.” A company’s human resource managers should be aware of the importance of career mapping, and it should be an easy sell to convince employees that both they and the organization can benefit from career planning. But making the case to middle management could be more difficult. Stressed with addressing the day-to-day operational needs of the organization, middle managers often need to be motivated to make the time to implement an HR or diversity initiative. The business case may be difficult to articulate at the middle management level, but it is important that it be done.

•Facilitate Career Maps by breaking myths and publicizing opportunities

--Help break the myth that you can't progress within one company and that employees do not automatically have to move to another company to progress.
--Try to keep people in the network even if it means moving people into a different company
--Allow people to switch within the agency or holding company between departments.