It started with the tech companies (doesn't everything?) and has gone mainstream. No, it's not outlandish perks (haircuts, anyone?) or an overly casual dress code -- it's the proliferation of nontraditional job titles. These new titles a far cry from the organizational hierarchy that's ruled the professional workforce for decades, but they are starting to stick and some of them actually seem imperative to running a business today.
From "creator of opportunities" to "director of first impressions," job titles are undergoing a transformation -- reflecting the creative twist and diversity of jobs available in the current market. "The desire to craft or re-envision a job title reflects the increasing individuality of the worker," reporter Kathleen Pierce recently wrote in article for the Boston Globe. Individually is important, but a number of rarely-heard-of job titles are more serious and necessary.
Here are a set of positions that are emerging into positions that we are sure to consider mainstays at most companies in the not-so-distant future. These are sure to outlast the ninjas, evangelists and gurus:
Chief Ethics Officer
While the title has been around for a few years, the role of the chief ethics officer is evolving quickly and becoming more important than ever -- for good reason. Traditionally, chief compliance officers or chief legal counsels have tackled the responsibility of governance, risk management, and compliance (GRC) for larger organizations. These people manage the bad stuff when it happens -- like when an employee steals from the company or there is a sexual harassment case.
The Sarbanes-Oxley Act of 2002 set in motion new standards of governance and ethics, but in the new age of digital transparency over a decade later, more companies are waking up to the fact that just managing the bad stuff simply isn't good enough -- especially at a time when public trust in corporations sits at an all-time low. Preventing the bad stuff from happening in the first place has become a bigger priority, and prevention starts with a solid foundation of company ethics and values. Building this foundation is the job of the chief ethics officer. This new "CEO" is entrusted with defining, communicating, socializing, and enforcing within a company's culture.
Chief Mobility Officer
In today's smartphone fueled workplace, it's an unenviable challenge to ensure that those devices exchanging important corporate data are secure and complying with company policy. The position of Chief Mobility Officer isn't simply the oversight of a bring-your-own-device program, it also entails data and information management as it flows through employee devices. CMO's aim to make their workforce more productive, better informed, more efficient, and aligned to a mobile behavior -- through use of specific apps and other offerings -- with strategic company goals.
More so than the PC or even the Web, mobile devices have introduced a shift of power from institutions to individuals, a shift that will be complete by 2016 when one billion consumers will have smartphones in hand, according to Forrester research. "Mobile is one of those things that bites you from behind if you aren't paying attention," Forrester analyst Ted Schadler told Computerworld. This group of professionals will be a necessary bridge between the business and IT departments, driving companies forward as their workforces continue to evolve beyond the stationary computer.
Chief Sustainability Officer
This one has been a while in the making and is crucial as we move into a world where resources are dwindling and sustainability initiatives are core to many large corporations' values. Alternative titles along the lines of "director of social and environmental responsibility" or "chief officer of environment" peppered the highest ranks of nearly all the top 150 largest companies in the world by as early as 2005 and many MBA programs have introduced sustainability training in one form or another. Fueled by individuals with strong backgrounds in external affairs, this role oversees the company's environmental programs and corporate responsibility.
Chief Data Officer
We've officially entered the age of Big Data, so it's only fitting that this title has made its way to the C-level suite. "Big data is enjoying unprecedented attention, with more than $1 billion invested in it in the last year alone," Anthony Goldbloom and Merav Bloch wrote in the Harvard Business Review. It is increasingly essential that businesses assess their needs in this arena. Individuals in this role identify how data can best be used to reach a company's business goals, manage a company's enterprise-wide data administration and mining functions, oversee the quality, management and availability of corporate data, and ensure that the company ais collecting the right data to achieve specific goals.
Photo credit: Can Stock
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A New Poseidon Adventure: Flipping Succession Planning Upside Down
Organizations make significant investments in efforts to hire the right candidates – the people who have the right experience and cultural fit. By carefully managing the performance and potential of these people over time, the organization can grow its leadership pipeline, keep a steady inventory of needed skills and competencies and remain nimble in the face of change (which we have plenty of all around us these day) – all of which can have serious impact on the bottom line. However, much of this pie-in-the-sky stuff relies on being able to locate and cultivate high-potential and high-performing talent across the board. Without an integrated succession management solution, recognizing and developing talent can be an ever-elusive process. The questions we are seeing asked today include: does the traditional top-down approach to succession management still make enough of a difference? Does managing succession for a slim strata of senior executives take full advantage of the kinds of talent data we now have at our fingertips? It doesn’t have to be so. Succession management can be an interactive process between senior leadership, managers and employees at all levels of the organization. And, if we trust them, we can actually let employees become active participants in their own career development. (Shudder.) Career Management (Succession Planning Flipped Upside Down) This "bottom-up" approach is gaining momentum because who better to tell us about employee career path preferences than employees themselves. Organizations actually have talent management and other HR systems in place that allow for collecting and analyzing a whole slew of data around: Career history Career preferences Mobility preferences Professional and special skills Education achieved Competency ratings Performance scores Goal achievement Training and certifications Etc. In short, pretty much everything we’d want to know to make well-informed succession planning and talent pooling decisions. For some, the leap is simply putting some power into the employee’s hands. The talent management system of 2011 is capable of displaying a clear internal career path for employees and then, on the basis of all that data bulleted out above, showing a "Readiness Gap" – what do you need to do to make the step to the next level? And if your talent management environment comes armed with a real Learning Management System, you can take it to the next level with a dynamically generated development plan that gets the employee on the right path to actually closing those gaps. Faster development, faster mobility. Organizations that seriously favor internal mobility don’t just make employees stick on pre-defined career paths – they can search for ANY job in the company and check their Readiness levels. I might be in accounting today, but what I really want to do is move to marketing. Giving employees the chance to explore various career avenues within the organization helps assure that "water finds its level" – that is, that the right people with the right skills and the right levels of motivation and engagement find the right job roles internally. Employee participation is key, but make no mistake – managers play an important role in this interactive process. They must be prepared to provide career coaching, identify development opportunities and recommend employees for job openings. The candid discussions require that employees have open access to information so they can best understand the criteria necessary to move to the next level. A Two-Way Street Employee-driven career management is just one tool. The more traditional top-down approach to succession management remains indispensable. But organizations that value talent mobility and the ability to be able to shift and mobilize talent resources quickly will find that attention to career pathing can be vital. For employees, of course, the impacts are immediate and include boosted levels of engagement, higher retention, increased productivity and more.
The Hidden Costs of Ignoring Your Talent Management Strategy
Building and maintaining a successful company hinges on having the right people to execute projects and drive results. People, we hear time and again, are your company's most valuable asset. But their success — and HR's ability to recruit, engage and retain them — depends on HR pros who are strategic decision-makers, armed with the proper tools to let them excel at their jobs. Modern HR professionals manage much more than payroll and benefits. But their technology tools, in many cases, haven't evolved past basic productivity software like email or Microsoft Word. HR simply can't be strategic with old-school tools that reduce people to statistics and give little insight into what the numbers mean. Emails and spreadsheets were not designed to deliver meaningful insights into people's performance, suggest when employees should be promoted or highlight skills gaps in a company. For that, HR needs a broader, more strategic set of talent management tools, which lets professionals manage every aspect of the workforce, from training and performance reviews to collaboration and succession planning. Yet, research shows that less than 25% of companies use a unified, holistic approach to their talent management. The Real Costs of "Doing Nothing" As a Talent Management Strategy The critical relationship between business strategy and HR strategy too often gets overlooked by senior leadership. While it may seem like the company is saving money by managing recruiting, training, performance and succession via manual and paper-based processes, in reality it’s costing your business more than you know. For example: Without a talent management strategy, a company with 2,000 employees is losing almost $2 million every year in preventable turnover alone. Businesses that don’t invest in learning suffer from decreased employee performance and engagement to such a degree that they can expect to realize less than half the median revenue per employee. That’s a direct impact on the business. In employee performance management, organizations without a focused strategy waste up to 34 days each year managing underperformers and realize lower net income. To learn more about the business impact of talent management and how to start building out your strategy, check out the eBook Why Your Nonexistent Talent Management Strategy is Costing You Money (And How to Fix It) and register for the March 19th webinar, Building the Business Case for Talent Management.
The Return of the Moderate Merit Budget – Wreaking Havoc on Pay for Performance
With the economy now on steadier ground, most organizations have returned to administering a merit budget to the pre-recession levels of 3 to 3.5%. In the years immediately following the economic downturn, many merit budgets were eliminated entirely or were reduced significantly and reserved for a select segment of the employee population. Pay for performance has become a necessity for many organizations that are expected to accomplish more with fewer resources. I often get asked: "How can I truly award my top performers with such a limited budget? Should I do so at the expense of my ’Meets Expectations’ performers? What if I need to retain my ’Meets Expectations’ performers and giving them 0% to 2% increase puts me at great risk for turnover? But if I don’t recognize my top performers, don’t I risk losing them...?" These are difficult questions to answer, however you can determine the best solution for your organization by considering the following: Are your employees paid at market pay levels? Is your organization’s performance management process mature? Does your organization have other compensation programs in place to reward top performers (e.g. variable pay)? Market Pay If turnover is a concern, and your organization needs to maintain ’bench strength’ in order to achieve its strategic objectives, your biggest priority should be to ensure that you are paying your employees at market pay levels. Why? Historically, as the labor market strengthens, organizations become vulnerable in terms of losing people. Hiring and onboarding replacement talent is not only costly to the organization, but can also cause dissension among existing employees since new hires may be getting paid more. Be sure to stay abreast of market pay levels and trends, and use the merit budget to correct disparities. Performance Management Process Organizations vary significantly in terms of the maturity of their performance management process. Closely examine your organization’s process and look for ways to improve it. If there is a perception that one management team is an ’easier grader’ than the others, the process is inherently flawed and any pay for performance program will not be viewed as credible and fair by employees. A good place to start is to get a calibration process in place and communicate broad guidelines on expected distribution ratings. Variable Pay Programs Variable pay programs (e.g. bonuses) have become increasingly more popular across all industries and career levels. These programs provide the opportunity for employees to share in the organization’s success while not adding to fixed payroll costs. Some plans have an individual performance component which can be a very effective means to recognize top performers. However, in order for this type of program to be successful, individual goals and targets must be well documented and communicated. Again, this is largely based on the maturity of the organization’s performance management process which takes time to evolve. What are the best steps to avoid wreaking havoc on your pay for performance process? First ensure your pay levels are keeping pace with the market Continue to evolve your performance programs with calibration among managers and a rigorous goal setting process Promote variable pay plans to reward high performers without adding to fixed pay roll costs It’s not always an easy journey but, in the end, it’s best to use a measured approach that is based on business needs and a realistic assessment of your current programs and processes.