This situation addresses a problem of a broken career advancement program - and two concrete manifestations (symptoms) of the issue at CH2M HILL, an employee-owned architectural services company. The first indication of the issue was extraordinarily large voluntary turnover, a minimum of by CH2M HILL's standards, among newer employees. The second was a deficiency of qualified internal applicants to find the best jobs. The voluntary turnover caused difficulty, which was of main concern. Participation study information and departure survey information pointed as the most important basis for large voluntary employee turnover among workers that were new to too little advancement opportunity. The next issue was less extreme but still significant. Below 25% of top managers in early 2012 were promoted from within though CH2M HILL considered itself as a vocation employer. Internal candidates were not able to attain the top position within the company, also, some high positions in the company were left vacant as the company faced difficulty in finding the right person for the job. Both problems suggest the larger dilemma must be tackled - business’ careers need to be re-invented in the business. Jan Walstrom, CLO, was charged with rebuilding processes and CH2M HILL's job development techniques. She came to a point of realization that she had to decide the steps she should take to solve the compounding job advancement problem.
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
PUBLICATION DATE: October 01, 2013 PRODUCT 2013 PRODUCT #: NA0219-PDF-ENG
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