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Development of Career Paths – Scientific Research

It is important within Scientific Research to retain key scientists for the duration of a research programme or project to ensure continuity and specific capabilities from the beginning to end of the overall process.

We worked with the client to understand development, recognition and retention issues surrounding the research and business management areas of the business. We found that in both areas that individuals wanted clarity in how their careers could develop, new and challenging experiences and recognition for their high profile work. Working with internal change agents we designed clear, transparent lateral career paths with traditional promotion points built in along the journey. Lateral changes brought a new job title in recognition whereas promotion points also brought changes in salary levels. This combination broke the tradition that promotion was the only path to development and that lateral moves could also bring recognition.

Talent Management

Attracting, developing and retaining talent is one of the key challenges facing businesses today and often business leaders are not equipped to deal with the pressures. Innovative and strategic recruitment processes, transparent reward mechanisms and recognition processes, clear career paths and development support all combine to maintain the best people who can deliver the required business results.
Key questions that businesses need to ask themselves are:
What competencies do we need to attract and retain in our business to deliver our strategy?
What is the competence base in pur organisation today?
How are we defining talent?
How does our culture influence the development of talent?
What is happening in the external market?
What are the key challenges we face in attracting and retaining the appropriate talent?
How can we overcome the challenges?
What is the interconnection between attracting and retaining talent and other HR policies such as pay, recognition, performance management and career paths?
How can we integrate talent management with succession planning?
What assessment tools do we have?
Do we have skilled people in our organisation to lead us in the attraction and retention of talent?
How can we measure the success of our talent management?
Can we fully utilise the talent we have and want to attract?
Some argue that talent management is just the latest piece of HR jargon but indeed the concept has been around for a long time and called different things and what we should be looking at are the business benefits and not a title!

The benefits

It can cost between 20% and 45% of starting salary (depending on level) to recruit a new, appropriate quality member of staff and attracting the right calibre of staff, development and the retention of existing staff is key.

True benefits are cost, quality and continuity within the business. Developing your own staff to succeed leaders and other key business roles equates to opportunities to improve business performance and the bottom line.