Switching jobs is the key to career success

The first investigation into the current and future state of career management practices from the Chartered Institute of Personnel and Development (CIPD) shows that workers should focus on gaining as wide experience as possible to fast-track their careers. The survey of 732 HR practitioners shows that a substantial majority believe that experience and performance, particularly if this is gained in different countries, different business units and at different organisations, will become even more important than qualifications over time.

The survey also reveals a gap between worker expectations and what HR practitioners believe will hinder career progression. For instance, HR practitioners identify working flexible hours or reduced hours as one of the factors most likely to impede career progression. And three times as many HR practitioners felt that working long hours is positive for your career (32%) as those who thought it was negative (11%). Yet 90% of respondents say that work-life balance is a high priority for their workforces. This may explain why a similarly large majority of HR practitioners report that ëthe career expectations of young people now entering the workforce offer a huge challenge for organisations going forward.í
Jessica Rolph, CIPD Adviser on Learning and Development says, ìOrganisations need to adapt their career management practices to the twenty-first century and reflect the changing and diverse needs of their workforces. As the main findings show, carers, part-time workers and those who take career breaks are penalised under the current structure. Given that women dominate these groups of workers, it is easy to see why over two-thirds of respondents agree that 'the glass ceiling for women is still very evident in the majority of organisationsí.î

Rolph continues, ìAs with all good practice, senior management needs to set an example and allow good practice to filter down. Lack of resources and time are undoubtedly barriers for many, but these need to be overcome since any half-hearted attempt at career management is likely to fail. With a vast majority of organisations relying on career management to produce a high proportion of their future leaders and only a third of senior management being committed to career management activities, the UK will be faced with a dearth of competent leaders if senior management does not take this more seriously.î

Key findings:
When the board has the main responsibility for driving career management, 58% of respondents think that line managers take it ëseriouslyí or ëvery seriouslyí. But when the individual has the main responsibility, only one-third of line managers (33%) took career management ëseriouslyí or ëvery seriouslyí.
The chances of career management programmes succeeding are greater if supported by senior management. 88% of organisations report that their activities are ëeffectiveí when it receives the commitment of senior management compared with a success rate of 17% among those organisations who report that senior management is uncommitted.
87% of organisations rely on career management strategies to produce a major proportion of their future leaders, while the main objective of career management structures is to grow future senior managers/leaders. Yet, the survey indicates that few senior managers are committed and few line managers are trained to support career conversations. Unsurprisingly, 39% do not feel their activities are effective.
Employees will need to move between organisations, departments and locations to fast-track their careers. 60% of respondents agreed that ëincreasingly employees will have to change organisations to move up the career ladderí and that ëmoving to work in a different country or business unití will become a key way to progress your career. 71% of organisations say that employers increasingly value experience and performance over qualifications for career advancement in organisations.
59% of organisations say that moving to work in a different country or business unit will become a key way to progress your career.
The vast majority of respondents agree that special attention needs to be paid to the career management of certain groups of workers to ensure non-discriminatory treatment. However, current practice is not aligned with this. Less than a third of organisations offer additional support or assistance to ëatypicalí employee groups. The career progression model still appears to follow a traditional, inflexible, male-orientated model.
Most respondents believe that career management will take on a partnership model, with individuals taking ownership for their career development and organisations supporting them by offering training, guidance and information. For this to happen though, more emphasis needs to be placed on training line managers.
Responsibility for career management lies more with HR (38%) than the individual with the individual (32%)
Just under half (49%) say that career coaching takes place within their organisations.
Voluntary sector organisations are far less likely to have a career management strategy in comparison with public sector organisations (45%), private service organisations (52%) and private manufacturing organisations (58%).

The general public can obtain a copy of our survey from the 3 June 2003, by phoning 020 8263 3355 or downloading the survey from our website