{"id":370,"date":"2019-10-20T20:47:23","date_gmt":"2019-10-20T20:47:23","guid":{"rendered":"https:\/\/blog.ims-online.com\/?p=370"},"modified":"2019-10-20T20:47:24","modified_gmt":"2019-10-20T20:47:24","slug":"paint-by-number-career-development","status":"publish","type":"post","link":"https:\/\/blog.ims-online.com\/index.php\/2019\/10\/20\/paint-by-number-career-development\/","title":{"rendered":"HOW PAINT BY NUMBER CAREER DEVELOPMENT IS HURTING YOUR COMPANY"},"content":{"rendered":"\n<p>When you were a kid, did you ever\ncomplete a paint-by-number set? Whether it was recreating a picture of your\nfavorite animal, or bringing to life a colorful race car, it was fun to see the\nimage come to fruition.<\/p>\n\n\n\n<p>But it was also limiting. What if\nyou wanted the cat\u2019s ears to be purple, not gray? And what if, while painting\nthat race car, you decided what you <em>really<\/em> wanted was to paint a\nspaceship?<\/p>\n\n\n\n<p>Although paint-by-number sets\noffer the advantage of structure, consistency, and immediacy, they are\ninherently limiting. And in that way, they are like the complex and colorful\ncareer development systems that many organizations create. In an attempt to\nsystematize and create a structure for time-starved leaders, there is an\ninevitable reduction in creativity.&nbsp;&nbsp;&nbsp;<\/p>\n\n\n\n<p>As a result, many managers and employees are \u201cpainting by numbers\u201d when it comes to career development. They do what\u2019s expected of them. They complete the forms. They meet deadlines. And they continue to complain about the lack of authentic career development in their organizations.<\/p>\n\n\n\n<p>Responsive organizations, dedicated to the<a href=\"https:\/\/www.juliewinklegiulioni.com\/blog\/leadership-matters\/the-engagement-ring\/\"> engagement and well-being of employees<\/a>, are struggling to address these issues and meet the needs and expectations of today\u2019s workforce. But the inconvenient truth is that today\u2019s environment is very different from the environment that established these expectations decades ago<\/p>\n\n\n\n<h3>A CHANGING DEVELOPMENT ENVIRONMENT<\/h3>\n\n\n\n<ul><li>Baby boomers are living longer and occupying key roles longer than expected, stemming the historical tide of upward opportunities.<br><\/li><li>Flatter, leaner structures translate to fewer leadership roles\u2014the roles that individual contributors have typically looked to for growth and development.<br><\/li><li>More fluid structures mean that former career paths are less stable and predictable. The chess game many career strategists successfully won in the past now frequently ends with moves toward roles that are no longer necessary. Or there\u2019s suddenly a new and unexpected space on the chessboard\u2014a new role for which they aren\u2019t prepared.<\/li><\/ul>\n\n\n\n<p>Despite these fundamental shifts\nin the workplace, some organizations are trying to make career development\u2014as\nit\u2019s been understood in the past\u2014somehow work. But many engage in unproductive\nand organizationally unnatural acts like:<\/p>\n\n\n\n<h3>PAPER PROMOTIONS <\/h3>\n\n\n\n<p>This \u201ccreative\u201d approach to meeting employee expectations for growth involves gaming the org chart. A sizable service organization in Asia recently promoted several individuals by changing the title of \u201csenior manager\u201d to \u201cassistant director.\u201d Same customers. Same work. Same pay.<br><\/p>\n\n\n\n<h3>SILLY SUPERVISORY SCHEMES<\/h3>\n\n\n\n<p>Given the very few supervisory roles for the many individuals with an appetite for them, a technology firm in India has begun promoting tenured staff to supervisors. Most of them have one direct report (or an open headcount), creating a 1:1 individual contributor to supervisor ratio.<br><\/p>\n\n\n\n<h3>DEVELOPMENT DECOYS <\/h3>\n\n\n\n<p>Other organizations are getting on the \u201cpromotions aren\u2019t the only way to grow\u201d bandwagon. They recognize that additional projects, stretch assignments and similar development opportunities in the role are the ideal alternative to promotions and moves that aren\u2019t available anyway. The problem is that too frequently this takes the form of dumping great volumes of work on already overburdened employees. As a result, savvy employees \u2014 the ones you want to engage, grow and retain \u2014 have developed a well-honed \u201cnose\u201d for extra work masquerading as \u201cdevelopment opportunities.\u201d<\/p>\n\n\n\n<p>While well-intentioned, these\nefforts are not going to move the needle when it comes to career development.\nAnd here\u2019s why. Most organizations responded years ago to wildly new workplace\nconditions with significant structural and organizational changes. The new\nemployer\/employee contract (or some may argue the lack of a contract\naltogether) has changed every dimension of human resource management from\nrecruiting through compensation\u2014except career development.<\/p>\n\n\n\n<p>Somehow, employees and leaders\nalike have held onto the expectation\u2014and hope\u2014that career development could\ncontinue unscathed. But it\u2019s simply not possible. As challenging as it was to\nestablish the new workplace reality that included the loss of the lifetime\nemployment guarantee, it\u2019s time to establish a new reality around career\ndevelopment.<\/p>\n\n\n\n<p>Does that mean that organizations must abandon career development? Absolutely not! But they must redefine what it means and how it really works today. And that requires a dose of <a href=\"https:\/\/www.juliewinklegiulioni.com\/blog\/leadership-matters\/creativity-its-whats-missing-from-career-development\/\">creative career development planning<\/a>. It\u2019s not enough to provide paint-by-number templates; organizations must also give their leaders the latitude to formulate personalized plans unique to their teams\u2019 needs. It\u2019s time to allow access to the entire color palette for career development.&nbsp;<\/p>\n\n\n\n<h3>ABOUT JULIE WINKLE GIULIONI<\/h3>\n\n\n\n<p>Julie Winkle Giulioni&nbsp;helps organizations enhance learning, engagement, retention, and the bottom line.&nbsp; Named one of <em>Inc. Magazines<\/em> top 100 leadership speakers, Julie is the co-author of the international bestseller, <em>Help Them Grow or Watch Them Go: Career Conversations Organizations Need and Employees Want<\/em>, a respected speaker on a variety of topics, and a regular contributor to many business publications. Julie will be presenting her insights for IMS members in 2020. Learn more about Julie at:&nbsp;<a href=\"https:\/\/www.juliewinklegiulioni.com\/\">https:\/\/www.juliewinklegiulioni.com\/<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>If organizations want to increase performance and retain talent they need to drop their &#8216;paint by numbers&#8217; approach to career development.<span class=\"more-link\"><a href=\"https:\/\/blog.ims-online.com\/index.php\/2019\/10\/20\/paint-by-number-career-development\/\">Continue Reading<\/a><\/span><\/p>\n","protected":false},"author":19,"featured_media":371,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[19,52,3,8,58],"tags":[15,57,59,12],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v18.4.1 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>HOW PAINT BY NUMBER CAREER DEVELOPMENT IS HURTING YOUR COMPANY<\/title>\n<meta name=\"description\" content=\"If organizations want to increase performance 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