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Changing the Lives of your Employees w/ Horizontal & Vertical Career Planning · The Business of Alignment - Powered by The E1B2 Collective

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  Provide employees with vertical and horizontal career
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  opportunities. Common sense, right?
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  Well, there's a few things. I believe that and I'm done this
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  tangibly tactically with the organization.
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  I was dead of people of we put together a graduation plan,
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  graduation plan program and the gist of that is very much
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  connected to what I just said in the very beginning which is
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  provide employees, vertical and horizontal career opportunities.
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  Let me unpack what I mean when you have an internal Mobility
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  plan That you can track that, you can measure that you can
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  communicate and that you can co-create and build alongside
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  your employees. You have something really
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  impactful your hands, right? There's so much data that points
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  to having an internal recruitment process and having
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  that in place and how it can really and notably frankly,
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  increase the overall likelihood that your employees will stay at
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  your company. Drive and bring more nuanced
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  value innovation. Increase your employer branding
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  efforts by bringing their friends or colleagues or family
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  members of the company as well. And a lot of good that can
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  happen with having really nuanced and tailored internal
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  Mobility plans and programs inside of your organization
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  today where they can go vertical.
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  That can go horizontal. Now, let me talk to you about
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  this graduation plan that I'm bill, because I think the
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  companies that have vertical horizontal career opportunities
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  and internal mapping plans, I think it needs to be contextual
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  to the type of people that you have in your company.
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  And what I mean by that is we are they are and their careers
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  from an Academia perspective, their education levels, their
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  financial desires their current Financial levels Who they where
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  they, you know, who they represent, who they want to be,
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  where they want to be things of that nature.
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  So, with the, with the graduation plan, put together,
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  hours ahead of people, for a company called new thing, new
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  fit was a non profit of about 350 people and their focus was
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  very simple. They were going to administer
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  play in the in the state of Maryland.
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  Because instead of Maryland, they were actually erased all
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  recess. And so what we would do is we
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  would come in and administer play and partnered with all the
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  middle. Elementary schools in the state
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  to administer play after school. So the kid for an after-school
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  program would get that our that 90-minute quote-unquote play
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  period. Recess period instead of having
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  it throughout the day and we will be the partner to the
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  school to provide. Now a lot of the employees that
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  we had right out of the 300 plus employees, I would say 70% were
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  made up of our coaches. Are our young men are young
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  women that were inside of the schools actually administering
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  play. Now for that exact job in the
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  margins that live within the business which were very very
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  razor-thin. We really couldn't pay much more
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  than 1750. I think we had conversations on
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  maybe moving it up to 19 bucks an hour, but there really wasn't
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  that much flexibility. And we knew for a fact there was
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  not going to be much more room to grow financially, but that we
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  were going to completely cut out of our markets.
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  Now, I am very aware that we are nonprofit.
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  So every single dollar needs to be spent.
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  So when I mentioned margins, I mean the leftover money.
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  We wanted to put it to other areas of the business so yes, we
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  were still followed in compliance and law and spending
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  every single dollar at the end of the year, but we wanted to
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  dump that money into different places because we knew the
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  impact of dumping that money in two different places rather than
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  putting it into our employees, right?
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  So in theory we possibly could have took it from maintain an
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  hour to 26:19 an hour to 23, but that meant, we wouldn't be able
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  to reinvest in. Reinvest in the actual, the
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  actual things that the coaches would use like the balls and the
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  Frisbees and the, and the materials that they would use
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  and, and the weights or whatever, the case is going to
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  be, or we wouldn't be able to dump money back into building
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  out the other side of the business, which was on the
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  marketing side, the communication side, the HR side,
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  the Strategic side. We couldn't dump money into
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  reinvesting, in certain things with the community.
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  So, Having that being said, we built a program internally.
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  We were like, okay, horizontal career pathing can happen.
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  So, we consistently built out a program where we would actually
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  navigate and move coaches to work on.
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  The HR side, coaches to work on the marketing side, coaches to
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  work on the business side. We would allow them to be to
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  allow them to to to Shadow, someone executive meeting
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  shadows and marketing meeting Shadow.
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  Some of our, some of them. Meetings with some of the, the
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  biggest supporters of new fit from an investment perspective
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  and a donation respecting. So we had a, we had a good
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  structure from a horizontal, horizontal perspective.
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  But what we realize is that once our coach has reached a certain
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  age as an adult, that 18.0 that $19 an hour.
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  No longer was feasible, for their lifestyle.
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  They were starting to have kids, they started to want to not want
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  no longer have three roommates and have their own place.
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  So, What we decided to do, who decided to put any vertical plan
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  in place. But again, we knew that there
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  was nowhere else to go in a two-year window.
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  We mapped it out, we only could see, maybe a 3% increase of
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  needy of needs on the HR side 1.5 to 2 percent increase in,
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  maybe what we needed in the business side, not enough
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  opportunities, to try to really support everyone internally.
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  So what we did, is we partnered with companies that were very
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  similar to To the skill sets, the academic, and Academia,
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  backgrounds of our employees. So what I'll give you a very
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  tangible example. We had a coach that had a really
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  big desire to get deeper into the child psychology field.
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  With he loved the most is not only administering play, but
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  having those five to seven moments five to six five to
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  seven-minute moments, during the breaks of those play moments
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  where they would actually be able to sit down with the young
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  children and give them life. Lessons and perspectives and
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  thoughts. And so we partnered with a
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  mentoring group that was at scale.
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  A mentoring group that Mentor kids all around the world.
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  We both had a program. What we're that individual.
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  Our staff are one of our coaches would actually four times a
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  month, go and Shadow. Some of the other mentors from
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  from that partnering company, understand some of the career
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  mapping tracks that can be done this year.
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  And what we said to that individual internally, our
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  coaches that give us 18 months, And we'll give you a career.
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  Give us 40 hours a week. And we'll give you back four
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  days. A month will give you real
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  substantial relationships. Will give you the Liberty to
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  start baking in some of the things that you're learning from
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  from your internship and to what you're doing now.
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  So that when it's time for you to walk away, you actually have
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  those skills tangibly. Not those skills.
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  Theoretically give us 18 months and we'll build a partnership at
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  a very deep level. We're literally transfer you out
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  graduate. You went to that company.
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  I will make sure You have a spot, a stint.
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  I will make sure you have employment at that company.
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  When this is all said and done with the desired, the desired
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  financials that you're looking for the desire output that
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  you're looking for, you'll know the leadership there, you'll
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  know what to do because you've been already doing these four
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  days, four days a month work over the last 18 months.
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  And so we built out of that graduation plan to truly provide
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  a vertical, an opportunity for our Louise.
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  Now, why do I bring this up? There are so many companies
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  today that don't even have a horizontal plan versus a
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  vertical plane and they know for a fact based off of how their
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  company is structured. There may not be too many
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  opportunities. So instead of getting curious,
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  instead of being creative instead of putting in their own
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  version of the graduation plan instead of finding ways, to
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  maybe create more more financials for the company where
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  they can provide better opportunities.
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  Opportunities. Instead of getting getting
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  creative, is what I'm saying? They decided to put their hands
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  up and say, well, it is what it is.
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  We don't have any opportunities instead of building on
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  mentorship and sponsorship programs.
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  They said it is what it is. There are no longer in there,
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  there's no longer any opportunities.
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  Obviously Chick-fil-A is the greatest example of this.
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  So my tip is very simple. If you don't want to put a
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  graduation plan in place which I do recommend it for those
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  companies that are having a hard time finding new opportunity
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  windows for their people. The very least you can do is put
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  a plan in place for every single employee.
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  That says, look if we can't navigate you through this
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  business, horizontally and vertically into the T.
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  Here's what that looks like. And here's a mentor.
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  Here's a sponsorship program. Here's a plan to be able to do
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  that. That we are at least going to be
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  your sports agent. If you will follow with me.
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  We're going to be your Jerry Maguire once a month.
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  Once a quarter, we're going to help you figure out what your
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  next PATH is going to look like outside of our business.
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  Now everyone's probably wondering why would you do that?
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  Well, I make it very simple. Do you have any idea, The
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  increased, the heightened level of productivity level of
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  Engagement level of passion, level of dedication.
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  You are going to have from those individuals that Help when you
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  help an employee, when you help a human being increased, our
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  livelihood of their family, increase their connection to
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  work because they're doing something they genuinely care
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  about. Do you understand that amount of
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  love the amount of dedication? The amount of passion, the
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  connection that that person will have to your logo to your brand,
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  to your initiatives? When we put this in place a new
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  fit, we saw an increase of just natural organic.
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  MC reaching out of potential candidates, wanting to come to
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  the company, an increase of employer branding, an increase
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  of satisfaction. We were voted one of the best
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  companies in the state based off of just that program alone.
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  That type of work makes real impact that type of work falls
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  into the d&i world, that type of work can can drive more
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  productivity for your company and can drive more dollars for
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  your company. For those business people that
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  could give a shit about the people part.
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  So, as always, this is a really unique perspective are very
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  unique thought, but something that I know for a fact can
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  change your organization's life. and if you really care, It'll
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  change your people's life, too. Thanks so much.
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  Thanks so much.