Career Development and Mobility
Media associated with this campaign
Overview of this campaign
Career Development Support
In our focused attention on colleagues’ career development, we introduced our career path framework, mapping out successive roles in different job families with descriptions and requirements. Available on our intranet, colleagues can now visualize role progression, identify gaps for development, and own their desired career movement vertically, laterally or diagonally. We provide additional support through career planning workshops, which facilitate them to plan their career according to their values, personality, interests and skills.
To further career development support, we made “career conversation with subordinates” a mandatory performance goal for all people managers. People managers are supported with career coaching workshops, coaching practices and online training, which facilitate them to have structured career coaching with their subordinates.
To give journalists more development opportunities and international exposure, we took advantage of our international presence, and established a structured rotation program for promising journalists in Hong Kong, PRC and US, with coaching by the respective Bureau Chief.
To further empower colleagues for growth, we launched a “mentoring program for all” program, providing a platform for all to learn from each other across departments and seniority, and facilitating both traditional and reverse mentoring. Mentors and mentees were matched into pairs based on their indicated learning interest, which ranged from technology for daily life, professional networking skills, to tips on career development.
To further encourage career development within the Company, we began identifying colleagues with high performance and high potential for internal upward mobility opportunities through a performance-potential matrix. Whenever there is an open position, we reviewed the list and placed them, sometimes on stretched roles that fit their career choices, instead of hiring external candidates. We went further and set a target for these internal placements.
To promote these successful internal mobility stories, we produced a series of in-house videos and articles. We hope that these stories would encourage and influence colleagues to reflect on their own aspirations, and pursue their unique mobility progressions.
Results for this campaign
Learning and Growth
Many of our colleagues signed up for the mentoring program. We successfully connected over 100 pairs of mentors mentees, who all committed to meeting regularly over a 12-month period, demonstrating their willingness and initiative to seek out growth opportunities, as well as empower each other through knowledge and skill sharing.
In 2019, we have witnessed quadruple the amount of internal upward mobility successes, with colleagues transitioning to desired roles, often across teams and departments, outside of a conventional promotion. We are glad that more colleagues are taking advantage of our flexible career options, and we will continue to match them to desirable expanded roles in SCMP.
Having launched these and other programs, we are pleased to see that more of our colleagues are choosing to remain with SCMP as their careers grow and develop. We witnessed a decrease in voluntary turnover rate in 2019. The overall voluntary turnover rate (year-over-year) across the company decreased by 2%, while that of our young, digital-focused colleagues decreased by 3%. We will continue to put in place support systems, and launch further programs to help them thrive here.