How career ecosystems are redefining the employee experience

Organizations look to enhance their career ecosystem

64% of organizations see the career ecosystem as an HR priority and have support from key business leaders

Most common goals

• Attract and acquire talent
• Make fair, effective pay decisions
• Retain high-potential and top-performing employees

Addressing these issues will help power future performance and productivity.

But few have key elements of a career ecosystem in place for the full organization

Career ecosystem

Career framework^*

• Leveling 68%
• Jobs architecture 47%
• Knowledge architecture 24%

Career enablement^*

• Career strategy 18%
• Career activation 21%

^*Percentages indicate elements in place for full organization.

Expected areas of impact

• Equitable pay and benefits
• Talent acquisition
• Organizational design and effectiveness
• Learning, development and training
• Performance management

What’s holding these organizations back?

Most commonly cited barriers

• Leaders and managers are underprepared to implement changes
• Absence of a personalized career experience
• Design not integrated into new or existing technology

What will it take to succeed?

Most commonly cited success factors

• Clear understanding of employee needs
• Strong support and buy-in from key leaders and business stakeholders
• Readiness of leaders and managers to implement changes

Getting stakeholders on board and educating leaders and managers are key.

Organizations primarily use people metrics to measure success

Compared with organizations that use neither operational nor financial metrics, organizations that use these metrics are 1.2x as likely to say that the career ecosystem has had, or they anticipate will have a tangible impact on:

• Workforce analytics and planning
• Organizational design and effectiveness
• Talent acquisition and sourcing

Develop a career ecosystem that helps shape future-ready talent!

Define the purpose, elements and strategy for careers

• Determine how your career agenda links to your people programs
• Define what metrics — people, operational and financial — your program will influence

Ensure buy-in of key business leaders and executives

• Develop the business imperative for the work
• Assess the risk of not changing
• Have a process in place for ongoing refinement

Establish the impact and communication plan for careers

• Determine where you want change to be seen
• Make sure employees and candidates understand what is in it for them
• Determine the role of careers in your total rewards storyline and culture

Contacts

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Roman Weidlich

Senior Director and Practice Leader, Work, Rewards and Careers, International

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Eungchang Lee

Practice Leader - Work, Rewards – UAE

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Thierry Pereira

Associate Director – Work & Rewards – UAE

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Suhaib Al Dasouqi

Director – Work & Rewards – Saudi Arabia

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Bilal Abu Jaleel

Director – Work & Rewards – Saudi Arabia

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