Whatever you call it: career latticing, development planning,
career management or career planning, it's pretty much all madness. The very foundation of the idea doesn't work in today's reality. Think about it: the foundation of all these programs rests on the managers' shoulders. Managers are responsible for coaching their people, ensuring they have goal-based development plans, helping them identify their next steps, figuring out ways to improve their weaknesses, and giving them ongoing, honest feedback.
[Insert Seth Meyers impersonation here:] Reeeeaaaalllllly.
OK, I agree this may have been, in theory, a good model years ago - when managers had a small group of direct reports, everyone worked in an office together, they received ongoing training on how to be a good coach and feedback provider, and - in addition to being a manager - they didn't have other, full-time jobs.
But those days are over. Mid-level management positions have been eliminated and organizations are flatter. Leaders regularly have a dozen or more direct reports - and the have another real, full-time job (or two.) Their teams are often virtual and global - in some cases, they've never been face-to-face with their direct reports. Finally, regular training to improve managers' effectiveness is largely a thing of the past.
Plus, fewer mid-level jobs mean fewer opportunities for promotion. And better paying jobs are becoming more specialized than ever, so companies are often unable to promote from within even when they want to. Compounding matters, centers of excellence focused on OD and talent have their own plans and slates of candidates for those rare, future promotional opportunities. Managers aren't privy to this information or even aware of what opportunities may exist for their stand-out direct reports. Finally, management attrition and churn is higher than it's ever been.
Yet we're still expecting managers to coach and develop, give feedback and career plan. And we're disappointed when it doesn't happen. Now, before I get dressed down for implying that I don't believe it's a managers' job to do these things - let me clarify. It is their job. Great leaders will always do these things. But the structure of our workplace - and the lack of availability to training for managers - no longer allows it to happen for the vast majority of people leaders.
What evidence exists to prove my point that the model doesn't work? You're seeing it now: engagement results indicating the lack of feedback and development, vastly fewer 'open enrollment' types of classes for employees, funds cut for e-learning suites, and last, development plans that don't exist - or are clearly an exercise in pencil-whipping ("be a better worker", "manage my stress better" or, my personal favorite, "learn French". And no, the business wasn't expanding into France.)
What's a forward-thinking talent leader to do? You may be surprised to know that I have some thoughts on this and will share them next week. :) But in the meantime, I'd love to hear your ideas on what the solution might be.
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