Gartner Research

Leadership Development Module 4, Chapter 10: Career Planning: Making It Relevant

Published: 25 November 2008

ID: G00162380

Analyst(s): Andrew R. Walker

Summary

IT leaders who facilitate a modern, well-synchronized career-planning process will benefit from improved retention. This will offer a means to control workforce supply in a tight IT labor market.

Table Of Contents
  • Overview
  • New Assumptions Underpin IT Career Planning in the 21st Century
    • Extrapolation Is No Longer an Accurate Predictor for Career Planning
    • The Workforce Is Transitioning Away From Colocation and Payroll Base
    • Career Paths Are No Longer Vertically Upward Through a Functional Pyramid
    • Responsibility for Career Planning Is No Longer Owned by One Party to the Exclusion of Another Party
  • Create Shared Ownership to Gain the Mutual Benefits of Career Planning
    • Provide Stewardship to Integrate and Update Career Planning
    • Provide Opportunities for Individual Participation
    • Involve the Manager
  • Provide a Consistent Approach and Tools for Career Coaching
    • Educate Managers in Their Role as Career Coach
    • Let Go of Traditional Employment Models
    • Encourage People to Follow Their Interests
    • Coach Individuals in Creating Future Scenarios for Career Planning
    • Take a Balanced Approach to Development That Recognizes Strengths as Well as Weaknesses
  • Conclusion

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