Advancement in career is the 3rd most cited reason they joined their organization. Lack of career advancement is the 2nd most cited reason to leave. Advancement in career is the 2nd most cited reason employees join an organization. Lack of career advancement is the most cited reason they would leave. Employee view Employer view Employees and employers agree on the value of career management.* Source: 2012 Global Workforce Study Source: 2013 Talent Management and Rewards Study Yet many organizations fall short in their career management efforts. Only 44 % Only 37 % agree their employees are often able to achieve career advancement. say their employees understand how they can influence their careers. Why are so many organizations missing the mark? have defined career architecture and levels. have dual career paths for people managers and individual contributors. have defined vertical career paths. 26% 32% 28% employers say managers are effective at providing career management support to employees. 1 4 in Technology is not effectively leveraged for career management. Managers are ill equipped to handle key aspects of career management. Most organizations don’t know if their career management programs are working. monitor the implementation of career management programs to ensure they are consistent with their objectives and guidelines. 38% ? ? Only Only About the Survey This survey was conducted in August 2013. A total of 160 organizations participated, including 36 from Canada and 124 from the U.S. Want to learn more? Contact your local Towers Watson consultant. Career architecture and paths are poorly defined. 44 % Less than half of organizations make effective use of technology to provide employees access to career management tools and resources. 67 % More than half of organizations make effective use of technology to provide employees access to employee learning and development programs. Effective career management is a key component in the total rewards portfolio. Career management encompasses the strategy, tools, processes and technology that enable talent development, agility and mobility. Overarching Career Management Strategy Integrated Development Planning Process Visible and Viable Career Path Alternatives Aligned Competency Framework Established Career Architecture What Are the Components of Career Management? *Ranking out of 27 options At the same time... To improve career management programs: • Ensure that career architecture and career maps not only reflect HR and business strategies but also provide a framework for communicating with employees. • Train managers to identify and communicate career opportunities tailored to each employee’s skills and experience. • Use technology to improve career management tools and resources. It’s Time to Prioritize Career Management Strategies Insights From the 2013 Talent Management and Rewards Survey Series, North America As a result, only 1 out of 3 organizations has developed effective tools and resources for career management.

Infographic: 2013 Towers Watson Talent Management and Rewards Study — North America

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A survey conducted in 2013 to explore career management strategies, employee rewards programs and talent management best practices.

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Page 1: Infographic: 2013 Towers Watson Talent Management and Rewards Study — North America

Advancement in career is the 3rd most cited reason they joined their organization. Lack of career advancement is the 2nd most cited reason to leave.

Advancement in career is the 2nd most cited reason employees join an organization. Lack of career advancement is the most cited reason they would leave.

Employee view Employer view

Employees and employers agree on the value of career management.*

Source: 2012 Global Workforce Study Source: 2013 Talent Management and Rewards Study

Yet many organizations fall short in their career management efforts.

Only

44%

Only

37%agree their employees are often able to achieve career advancement.

say their employees understand how they can influence their careers.

Why are so many organizations missing the mark?

have de�ned career architecture and levels.

have dual career paths for people managers and individual contributors.

have de�ned vertical career paths.

26%32% 28%

employers say managers are effective at providing career management support to employees.1 4in

Technology is not effectively leveraged for career management.

Managers are ill equipped to handle key aspects of career management.

Most organizations don’t know if their career management programs are working.

monitor the implementation of career management programs to ensure they are consistent with their objectives and guidelines.38%

? ?Only

Only

About the SurveyThis survey was conducted in August 2013. A total of 160 organizations participated, including 36 from Canada and 124 from the U.S.

Want to learn more? Contact your local Towers Watson consultant.

Career architecture and paths are poorly defined.

44%

Less than half of organizations make effective use of technology to provide employees access to career management tools and resources.

67%

More than half of organizations make effective use of technology to provide employees access to employee learning and development programs.

Effective career management is a key component in the total rewards portfolio. Career management encompasses the strategy, tools, processes and technology that enable talent development, agility and mobility.

OverarchingCareer

ManagementStrategy

IntegratedDevelopment

PlanningProcess

Visibleand Viable

Career PathAlternatives

AlignedCompetencyFramework

EstablishedCareer

Architecture

What Are the Components of Career Management?

*Ranking out of 27 options

At the same time...

To improve career management programs:

• Ensure that career architecture and career maps not only reflect HR and business strategies but also provide a framework for communicating with employees.

• Train managers to identify and communicate career opportunities tailored to each employee’s skills and experience.

• Use technology to improve career management tools and resources.

It’s Time to Prioritize

Career Management Strategies Insights From the 2013 Talent Management and Rewards

Survey Series, North America

As a result,

only 1 out of 3 organizations has developed effective tools and resources for career management.