In today’s dynamic job market, the role of HR leaders has undergone a profound transformation. No longer confined to managing benefits, training and compliance issues, these professionals have emerged as pivotal change agents who can drive organizational and employee success.
As businesses increasingly recognize that their most valuable assets are their employees, the need for internal career advocates has become clear. By championing the professional growth and development of employees, HR leaders not only enhance employee performance and job satisfaction but also lay the groundwork for long-term organizational success.
Here are three strategies that HR teams can use to engage in career advocacy.
Within HR departments, career advocates must always consider the bigger picture and embrace a people-first strategy that can extend throughout the organization. This means providing the right guidance and resources to help employees achieve their individual career goals within, and even beyond, the organization.
Different from mentors, HR career advocates act as a sounding board for employees, offering assistance with identifying strengths and areas for improvement, or even helping employees navigate and recover from failure. Career advocates also counsel managers and supervisors so they can better encourage and promote their teams’ career trajectories and advancement.
Throughout my career, I’ve seen firsthand how advocacy through coaching can help guide new employees, particularly those in leadership roles. For example, asking the right questions can provide a new perspective on employees’ vision so they can chart a successful course while assimilating to their new organization. Shifting HR teams’ mindset toward career advocacy and coaching can be a strategic way to align employees with an organization or inspire a new path forward.
The linear career trajectory is becoming less common. In the healthcare industry particularly, I’ve seen individuals who are overwhelmed by the number of career paths available to them. They’re often required to adapt to new challenges, and they may need to be open to unexpected requirements to succeed. Across industries, expectations and attitudes around work are also changing. Company purpose, flexible and remote working options, work-life balance and career development opportunities are taking center stage for individuals as they consider potential employers.
Therefore, HR career advocates can play a critical role in ensuring employees feel an organization is invested in their individual career journeys, including the big or small pivots that may occur along the way. According to LinkedIn’s 2018 Workforce Learning Report, 94% of employees would stay at a company longer if it invested in their careers. This is a compelling statistic and a chance to develop the infrastructure needed to support employee development.
There are many ways companies can offer professional development opportunities. HR advocates can work with employees to build personalized career pathways or launch programs that offer tools, resources and advice to empower forward movement. Companies could also match employees with external engagement partners or offer financial support for continuing education.
Another important component of HR career advocacy is effective employee skills mapping. Having a clear understanding of the skills, knowledge and abilities of your current workforce provides key insight and enables a more acute understanding of employees’ capabilities and growth trajectory.
This knowledge gathering can be done through employee self-assessments, performance evaluations, skills assessments and feedback from managers and colleagues. But remember that skills aren’t static. Regular updates and analysis of the data are crucial for identifying the skills and training needed to help employees move from one career stage to the next. Mapping can also be used to connect employees to available training and development programs and opportunities.
At the end of the day, we must remember and appreciate that employees are acquiring new skill sets for advancement. They’re working to gain experience and build expertise that will expand future opportunities. By supporting these efforts, an organization is more likely to retain the quality employees it invested in, serving to strengthen its overall workforce.
I encourage today’s HR leaders to reflect not only on the why and purpose behind career advocacy but also on the how. At every organization, a different strategy is required, but the foundational elements of shifting the mindset, prioritizing professional development and mapping employee skills remain constant. How will you step into your critical role as an HR career advocate to drive the change your organization and workforce needs? By taking on this challenge, you can foster a committed, engaged workforce and ultimately position your organization as a preferred employer in an increasingly competitive talent market.
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