Organizational models today are shifting from hierarchical to flat. Careers are no longer an upward trajectory, but more likely to be a series of experiences, projects and development opportunities. But, a lack of awareness around the new flat organization dynamics is resulting in a perceived...
Improve engagement and productivity by empowering employees to own their careers.
More than ever before, organizations are struggling to manage the career expectations of their employees. Organizations are flatter. Career paths are no longer linear. Older generations want new and flexible work arrangements while younger generations expect transparent and meaningful career development faster.
Knightsbridge Robertson Surrette has the expertise, tools and resources to help implement a career management strategy that supports your employees’ career expectations – a key driver of engagement.
A career management strategy that works for your people and your organization.
Our team works with you to develop and implement an integrated plan, using the tools and programs you have in place and augmenting with others where needed. The result: a cost effective and sustainable solution, aligned with your business goals.
Building a culture of career accountability.
Our “CareerENGAGE” model integrates the needs of your organization and the needs of your employees resulting in improved engagement and the retention of key talent.
Using this approach you can;
- Create a career management strategy that aligns and supports your overall talent strategy, including existing programs and technology;
- Teach employees how to successfully manage and take ownership of their careers;
- Propel employee engagement, growth and development;
- Provide leaders with a straightforward framework to enable effective career coaching conversations with employees; and
- Offer tools to help embed a sustainable career management culture.
The power of partnership.
Our approach to career management is based on an integrated partnership between the employee, manager and organization. Our experience has shown us that this partnership, as a part of a well-defined plan, can have powerful results.
Leaders often see the end of the calendar year as a time of planning and fiscal review. This comes naturally to most leaders. However, what does not, or is often not welcomed, is the most dreaded component of the talent cycle – annual performance reviews. It harbours fear in some of the...