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Enabling Career Advancement
Mary Ann Bopp, Diana Bing and Sheila Forte-Trammell
(October 19, 2009)
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Project-driven organizations can benefit in many ways from creating a career framework that gives employees the opportunity to grow — and share — their knowledge and skills by moving across job roles or business units. In the process, they align company values and culture, optimize resources and increase client satisfaction. Here’s an overview of IBM’s approach.
Do an Internet search on the words “career framework,” and you will find literally thousands of websites in which all manner of organizations — large and small, public and private — have implemented a framework to guide employees in the development of their careers. The sites will contain many common words and phrases, such as skills, competencies, training and learning, career path, career progression, succession planning, gaps in skills and competencies, capabilities, opportunities, and more. Some frameworks are targeted at ensuring employees have the critical skills needed to satisfy customer demand and/or to achieve organizational goals. Other frameworks tackle longer-range career progression challenges such as how employees cannot only serve organizational goals by growing their skills, but also how they can enrich their lives through developing their careers along a particular path or even by changing paths over time. Others view the career framework as an enabler for succession planning. The possibilities seem to be endless — and they are defined differently from organization to organization.
At IBM, the traditional views of a career are changing.
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