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Why Career Mapping Is KEY · The Business of Alignment - Powered by The E1B2 Collective

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  Interesting conversation I just had and I want to share you
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  share with you all the context of that conversation.
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  I share with someone that aligning employees career goals
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  with strategic goals of an organization helps in a lot of
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  different ways. And a lot of people don't really
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  understand some of the nuance and different ways that that
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  making sure career mapping is a focus.
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  So I'll I'll just give you a few aligning.
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  Career mapping contextual deep dives to understanding the
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  personal interest and perspectives of your employees
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  can separate you from the market as pertains to your product
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  line, your service line, your offerings, your branding, your
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  marketing, your organizational image.
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  We see a lot of this within here's a here's the best example
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  for those that know me I'm a jewelry guy.
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  I'm a street wear guy. And and and a little bit on the
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  way that I dress and the way that I am personally, but more
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  or less I'm just, I'm very fascinated by how those types of
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  brands can cultivate and create community and how they can make
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  really strategic bundles and partnerships and how they can
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  just they just seem like really fun brands to work for and work
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  at, right. And just like cool things
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  happening there, right. And a perfect example of this is
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  if you look at the people. Right The the capabilities, the
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  personalities, the behaviors, the aligning someone's personal
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  context to the strategy of the business to the strategy of the
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  career mapping goals. You can see how all of those
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  look at and feel at a Under Armour or a Reebok as an
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  example. Those organizations seem like
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  they have a core identity of how they want to build out the
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  business model, what services and products they want to put
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  out. And it seems like to me they
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  don't have their ears to the ground connected to the career
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  mapping initiatives that are connected to the company being a
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  little bit more innovative. It just doesn't seem like they
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  have that because I'm quite sure if they were to be a little bit
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  more thoughtful and they're recruiting the curb mapping, how
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  they're putting teams together and actually listen to those
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  team members, I'm quite sure Under Armour.
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  Would look different, would feel different, would have a bit more
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  market share, right? That's just my opinion on that
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  right now. If you look at what's happening
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  with Puma, if you're if you look at what's been happening with
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  Nike and what if, and if you look at what's been happening
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  with Adidas as of late, those organizations have energy, have
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  swag, have charisma, have creativity, have innovation,
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  Have they, they push the boundaries in the limits
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  consistently. Why is that?
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  How is that? Well, it's because they have a
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  career mapping plan where they give everyone ample opportunity,
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  right? They really bring the most
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  creative, the the most the hustlers of the company.
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  They really find ways to really lather them up and and put them
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  on a track to make a real big impact in some of the product
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  that comes out, some of the marketing that comes out, some
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  of the strategic partnership decisions.
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  They they listen to just the the energy of the of the company and
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  they put them in the best positions to win and to and to
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  show that creativity. I think creativity and
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  innovation is one of the factors and things that that many
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  organizations realize they could have a lot more of if they were
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  to just lean into their employees.
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  And so I think. You know, organizations
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  aligning, focusing on career goals, career mapping can really
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  help them separate themselves in the market again with the
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  product line, with the service line, with their offerings and I
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  think what you see with Under Armour, Reebok and then what you
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  see with what you see with Nike and Puma, those are two drastic
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  companies that have had two drastic.
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  Trajectories and they've had radically different decades.
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  You know, there, there, there, there are 20 there.
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  What's that 2013 to 2023 have been drastically different.
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  And I and I think there's a lot of reasons why I connected to
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  that. Another reason I think is
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  something that a lot of people don't think about.
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  They can retain the most creative, the most innovative
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  and the most risktaking employees.
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  Having a realistic career mapping plan that bakes in,
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  genuinely putting that creative out-of-the-box, risk taking
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  employee in the position to say hey, this is where I want to go,
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  this is what I want to do here. What is the learning and
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  development map? What is the relationship map?
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  What is the skill set, map and journey look like for me to get
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  there, having that for everyone, even those that are a little bit
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  more outside the box in my opinion, their key employees and
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  having that in place, you allow you're you're able to retain
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  those key workers. I think you're able to keep
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  younger workers as well. Like what people don't
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  understand and I'm seeing this a lot right now with with my
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  wife's sister who's a bit younger.
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  What you're seeing right now is. Younger employees like to be
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  younger. Human beings, period, like to be
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  directed more than they're willing to admit.
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  They like structure more than more than they're willing to
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  admit. They like nudges more than they
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  are willing to admit. And having a career mapping plan
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  and place for those younger workers will actually allow you
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  to retain some of those younger workers.
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  As long as you're listening to them and making it creative and
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  fun and innovative and all the things we've already talked
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  about. And then I think the last thing
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  is there will be a decrease in turnover after an economic turn
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  downturn, which we're going through right now, right?
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  And so I think consistently and still first and foremost, we
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  already know my opinions on how so many companies could stop.
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  The laying off because I'll make this clear.
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  America's never officially announced we were in a
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  recession. And if they have I must have
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  been under a rock. But I don't think it's been an
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  official CNN. Big bold red letters.
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  Everyone stopped where they're doing.
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  I don't think that's happened yet and I think it's because
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  America got really bloated and fat and and I think America was
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  really just loving the financial state.
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  And I think the companies that are in America got bloated and I
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  think they made poor decisions. And I think companies are just
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  super heavy with, with employees that are just not cutting it.
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  And cutting it doesn't mean they're not hitting their
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  numbers. Cutting, it doesn't mean they're
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  not getting things done efficiently.
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  You know, no cutting, you know, because they're that's super
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  contextual. Cutting, it means there's a lot
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  of people that are just no longer motivated, engaged and
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  aligned with the organization, whether that's tactically,
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  whether that's values wise, whether that's whatever that is,
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  right. And so I think companies that
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  still focus on career mapping hopefully have not laid off a
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  lot of people. They will have a decrease in
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  turnover once this is done because what's going to happen,
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  no one wants to talk about this, but what's going to happen is
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  when this. Economic or you know, economic
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  downturn is complete and companies have cash again and
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  companies are aggressively recruiting again, which is
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  already starting to happen. You're going to see people that
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  are not happy at companies, people that did not get the
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  opportunity to have crew mapping infrastructure.
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  They're going to leave those companies that they were at and
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  go to the companies that are now popping up because they're
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  cooler, they're more productive, They have those crew mapping
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  plans. And frankly, they just can't.
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  They don't have to be safe anymore because there's
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  abundance of opportunity out there.
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  And that's what a lot of organizations are not thinking
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  about and we have to think about it.
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  So invest in tools like almost invest in tools like top
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  employers, invest in tools like diversity, Invest in tools like
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  invest in. Invest in anything, frankly,
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  that will allow you to focus on careers.
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  We'll focus on your people. We'll put employees first.
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  I promise you. I promise you, that investment
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  will pay off 18 to 24 months down the road.
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  I guarantee it. As always, just a few thoughts,
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  just a few perspectives. We'll talk to you.