Career planning and career development emerged as a key driver of engagement from the company visits, and classroom discussions during the international leadership development programme that Scala ran recently for GEMA Business School of Rome, and Latam Business School of Mexico.


Most people want a developing future. They know they have to develop continually to keep pace with change. They want to know if they will get this development from their current organization, or if they have to seek it externally. Providing outstanding career planning and development is therefore a priority retention strategy, and a key driver of employee engagement. Moreover, as HRD of Lloyd’s of London, Annette Andrews pointed out, career planning and development are positive interventions. Change is often perceived negatively, and with 96% of CEOs[1] planning structural changes for 2018 positivity is vital.


The BBC and Arup are two firms that have prioritised career planning and development to drive their organizations forward. Personalising learning to the individual and providing different types of solutions that can be accessed on any device, anytime, anywhere were constant themes, as was the importance of remembering the personal, face to face touch. At the BBC we heard from Adam Hodgkinson about his significant achievement in creating 600 development pathways that can be tailored for every individual. At Arup, we were struck by how David Macdonald and Paul Sharp use the 70-20-10 formula[2] (70% of learning comes from work experience, 20% learning from others, 10% from formal training) to guide how they impart learning (eg making sure people have access to internal experts and leaders to learn from them – the 20% factor). They have also incorporated the formula into personal development planning.


Coaching and mentoring unsurprisingly also cropped up regularly in the organizational success stories. Tony Worgan of the BBC illustrated the value of a coherent, consistent and well-organised strategy on coaching to reinvent leadership for a new generation.


Of particular note was the intervention from a Group Head of Internal Audit who pays as much, or perhaps even more attention to auditing the development people receive, and the internal moves, and promotions that are achieved, as to other metrics.


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© Janice Caplan 26 April 2018   


[1] Mercer Global Talent Trends 2018

[2] The Leadership Machine, Michael M. Lombardo and Robert W. Eichinger, Lominger International, Inc., Third Edition 2007, Chapter 21, Assignmentology: The Art of Assignment Management, pages 314-361.