Support through your toughest HR challenges: A network of 285,000 HR professionals.
Shawn Premer shows how doing the right thing for employees leads to positive business results.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
When Jenny Xia packed up and traveled from her home in Dallas to China in July 2007, it wasn’t for a vacation or to go sightseeing. The account supervisor with global public relations leader Weber Shandwick was working for six months as part of Weber’s Global Exchange program in Beijing. When the company sent out a query asking employees to apply, Xia jumped at the chance to experience China and familiarize herself with international operations.
“It was the perfect match of my interests and the company’s interests in Asia,” says Xia, who brushed up on her Mandarin to speak and work more effectively with her new, mostly Chinese colleagues.
Today, Xia has established ties and developed a deeper understanding of the global market. She describes herself as a “resource expert” capable of serving as a liaison between the company’s U.S. and China offices.
It was “invaluable for my professional and personal growth,” says Xia, adding that she now considers herself a better candidate for promotions.
Indeed, getting to the next level in business often means having the right experiences. Yet many workers don’t know what experiences will best prepare them for upward mobility, experts say.
No one has the perfect resume, but people who have experiences that are “accelerators” of potential will be more likely to succeed, says Stuart Crandell, Ph.D., vice president of Personnel Decisions International (PDI), a Minneapolis-based leadership consulting firm with more than 30 offices worldwide.
PDI partners with some of the world’s leading organizations and helps them make effective talent decisions, using field-tested strategies and tools so clients can better identify, develop and deploy leaders.
To that end, the company recently released a study outlining the types of experiences that are most valuable in predicting success at various levels of leadership—from beginning to mid-level to executive.
“It’s like a road map,” says Crandell, noting that the data can be used as a source for gaining insight into talent management and leadership development.
PDI researchers examined data from nearly 4,600 employees in a range of positions and organizations who went through the firm’s one- to two-day assessment process over the course of several years. Respondents reported on different types of leadership experiences and the frequency of those experiences. Analysis of the research reveals that specific developmental experiences best prepare leaders at different levels.
So what experiences were predictive in the careers of people who moved up organizational hierarchies?
According to PDI’s data, first-level leaders are more likely to achieve success if they have already had cross-functional experiences. Examples include:
At the director or executive level, previous experiences that affect success include:
Crandell adds that em¬ployees tend to grow more from their experiences when the organization has an explicit focus on learning.
Resources such as coaches and development programs can facilitate learning, encourage leaders to seek feedback and to reflect, and foster success in developing leaders to their highest potential, researchers found.
Mere exposure to the right experiences will not guarantee development or upward mobility. Necessary experiences for promotions vary by leadership level because business challenges vary at each level.
Experts agree that individuals who will become good leaders share common characteristics. These include:
People don’t have to like you, but they must respect you as credible and someone who follows through on commitments, says Crandell.
Richard Kilburg, Ph.D., an associate professor at the Carey Business School at Johns Hopkins University in Baltimore, stresses that not everyone seeking a promotion has to go about it in the traditional manner. In fact, creative thinking can help.
“It’s not always a vertical move,” he says. “Sometimes horizontal moves can advance your career. You may need to take another job at a parallel position within an organization, or leave, to be eligible for the job you really want. It’s important to know what you want and have a career strategy.”
The author is a freelance writer in Baltimore
The author is a freelance writer in Baltimore
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Top Trends Impacting Workplace Learning in 2018
SHRM Member Discounts Program
SHRM’s HR Vendor Directory contains over 3,200 companies