The following comments were recently overheard inside some large organizations:

“How can you hold managers accountable for daily production goals if we need to take time out to talk to employees about their careers?”
– VP for Production at large energy company speaking to the Division President about plans for talent review meetings with employees


“What really shocked me is that she is leaving for a job at a non-profit focused on third world hunger. I have managed her for five years and had absolutely no idea that she was passionate about this issue.”
– HR manager for a global Fortune 500 company regarding the unexpected resignation of a longtime employee


“It is easier to get career coaching from a headhunter than to talk to my boss or to attempt to find out on my own what opportunities might be available internally.”
– Young high-potential software engineer commenting during a focus group

These three brief examples highlight the all-too-typical disconnect between employees, managers, and their organization’s goals when it comes to career development. The hopeful aspect of these anecdotes is that each one occurred in the context of serious organizational efforts to improve career development practice. But the dilemma is real.

How should company leaders, managers, and employees be thinking about career development?

Read the full article at Career Convergence Magazine

Through our Career Development Ecosystem, we provide a variety of services including tools, assessments, and blended learning for employees, managers and internal career coaches to support employee career navigation as they develop and advance.

For more information on creating a career development strategy for your organization, please call (650) 965-1806 to talk to one of our consultants.

Megan Little
Senior Consultant – Integral Talent Systems, Inc.