Life and Career Plan
Lack of motivation and its close relationship with career and life planning.
Take time to observe staff arriving at work. Their walk alone can reveal energy and motivation levels. Gray, downcast, dragging their feet, without smiles, enthusiasm or hope… Of course, not everyone arrives like this, but the lack of motivation is noticeable from the moment the team reaches the company.
There are many reasons, perhaps more than we realize. From HR, however, we can mitigate their impact through processes and strategies that are a must for every major organization. Lack of staff motivation has been shown to stem from monotony, limited room to grow, low pay and insufficient development opportunities.
The team should be interested in innovating, creating, developing, and learning—far more lasting pursuits
Remember, it is not all about money. If people seek only money, I would invite you to reconsider the job profile used for staff selection. If money is not everything, your team should be interested in innovating, creating, developing and learning: things that last far longer and, like everything, yield the desired “dividends” when used and leveraged correctly. It works like this: you know more, control more, produce more and save more; then we can discuss higher income. Many employees do not fully understand this formula and believe time alone triggers a salary increase.
A life and career plan supports this development and its impact on motivation, employee turnover and other processes.
Which is a methodology we must implement that allows us to map two key concepts:
Critical jobs and key people. Ideally, key people should occupy critical jobs, but haste, urgency, last-minute emergencies and favoritism mean this is not always so. If we clearly identify positions which, while all are important, can considerably affect finances, processes and quality, we must give them special attention.
Moreover, key people, are those talents with substantial potential for development, who have the potential, attitude and aptitude to keep growing.
With these two mapped out, what comes next? Here are some considerations:
The career plan is not for every position
Everyone can enter it. In other words, some positions absolutely must have a “next” level, while others do not: flat positions that require exactly what they are and nothing more.
All people can grow
Not everyone is willing to accept the risks and sacrifices this growth entails. At this point, you will separate out 70–80% of your organization, with arguments such as “More work for the same pay? No, thank you” or “It will mean more responsibility, and I do not want any more,” etc.
Growth isn't necessarily vertical
It may be horizontal, diagonal or even downward, depending on structure, mission and vision. There is always room to grow; you just need the right fit.
Have a salary progression system
You cannot increase it by 30% simply because that is the next step. Increases should be gradual, according to skills and contribution, but you must budget for them.
A talent emergency plan
Higher-performing ones who are comfortable where they are, want no more responsibility but do want higher pay. This combination is NOT recommended. Want to earn more? You need to move and grow.
Focus on continuous improvement.
Anyone who develops should introduce new improvements and implementations to make everything more efficient. Otherwise, what value does that growth bring the organization?
Consider a dropout rate.
Yes, not everyone will want to be part of this, and that simply means they are no longer comfortable and your company has stopped being an ideal place for them to work. That is how things are; do not let it dampen your spirits either.
Alongside the many other considerations involved in establishing a life and career plan, we would need to discuss replacement, succession and promotion plans. We will address those another time.
Now, if you have no idea where to start, get in touch. We have a highly recommended workshop to help you develop this process. contacto@jesussanchez.com.mx
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