Career Discussions at Work, Practical Tips for - CIPD

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Cover Benefits of this tool Introduction Description of the tool An introductory exercise: Reflect on your own experiences The business case for effective career discussions What makes for an effective career discussion The NICEC model of effective career discussion Skills, behaviours and personal attributes Developing capability in the business About the NICEC research Sources of information How to use the tool Tool map Figure 1: Four-stage model of an effective career discussion Giver Am I committed to helping R How do I prepare Whom should I consult Am I showing that I understand R’s concerns Am I tailoring the discussion to R’s needs Am I showing how R’s expectation and aspirations fit with the business Should I draw on my own experience Setting up the discussion Individual responsibility for career Awareness of HR processes Preparation Establishing trust Agreeing a contract Listening and empathising Questioning and probing Sharing information Receiver Should I initiate the discussion What do I want from it Do I need to reflect on my skills and aspirations Am I being honest and open Do I understand how my expectations and aspirations fit with the business What constructive feedback can I offer How far should I challenge R What information does R need Information about self and situation Exploring pros and cons of options Questioning and probing Setting direction Am I asking the right questions Am I being open about my strengths and weaknesses What information do I want Agreeing action How will I deliver what I have promised Concluding the discussion Agreeing actions and any further contact Am I clear about what I will do now Do I feel clear about the agreed actions and who is doing what Career discussions at work Practical tips for HR, managers and employees ©CIPD 2005 20 of 40
Cover Benefits of this tool Introduction Description of the tool An introductory exercise: Reflect on your own experiences The business case for effective career discussions What makes for an effective career discussion The NICEC model of effective career discussion Skills, behaviours and personal attributes Developing capability in the business About the NICEC research Sources of information How to use the tool Tool map 3.2 Tips for ‘givers’ and ‘receivers’ of career support In this section, tips are given for both ‘givers’ and ‘receivers’ of career support in each of the four sections of the effective career discussion model. In the tables of ‘tips’ below, the left column describes the issue, the middle column shows the kinds of things the ‘giver’ needs to be thinking about (and doing) and the right-hand column shows what the ‘receiver’ of career support needs to pay attention to. It is helpful to look at both middle and right columns whichever your role. 1 Setting up the discussion • Individual responsibility for career • Awareness of HR processes • Preparation. Issue Tips for ‘givers’ Tips for ‘receivers’ Driving the discussion Involving the line manager See the individual as in the driving seat of their career, and yourself as someone who can help them manage this better. Don’t be afraid to offer career support to employees who don’t report to you. Talk to those you manage about their future as well as their job performance. In helping other people, consider whether you need to involve their boss. Setting up the discussion Establishing trust Sharing information Agreeing action Put yourself in the driving seat. Think about who can help you address career issues. Make sure you get the help you need by asking for it. Try to develop a relationship with your boss such that they will actively support your career. If this is impossible, try to keep your boss informed. The fit with appraisal Timing career discussions Setting up a discussion Explain where career development fits with appraisal. Suggest a follow-up meeting if career issues come up in appraisal but need more time. Try to put careers on the agenda in regular one-toone progress meetings. Don’t spring job moves on staff without warning. Find space for a proper discussion. Career discussions that occur naturally in day-to-day work can be helpful. If you are giving important feedback, take the time to explain properly. If you want to raise a career issue in appraisal, tell your appraiser beforehand. Ask for a follow-up to the appraisal meeting if there are career issues you could not discuss fully. Take advantage of other types of career support offered by your organisation. If you are planning a job move, start raising the issue well in advance. If you want to talk to someone, ask for an appointment and explain what you want to discuss. Ask for at least half an hour. Preparation Take time to prepare. If you don’t know the individual, see if they are happy to send you a CV. Tell them in advance if there are issues you want to raise. Prepare by thinking about your situation and skills, and their fit with the business. Think about what you want to discuss and what you want from the discussion. Career discussions at work Practical tips for HR, managers and employees ©CIPD 2005 21 of 40
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