Thrivent Financial for Lutherans
The situation: Growth from a merger expanded opportunities for employees. Unfortunately, employees seemed to be approaching those opportunities in a haphazard way – applying for internal jobs that had appeal but often did not support long-term career growth. At the same time, the organization was defining competencies for moving the business forward. Everyone needed to get “on the same page.”
The approach: We incorporated Thrivent’s competency models into Managing Personal Growth (MPG) to provide a more coherent development path in line with business priorities. The process helped executives, manager/directors, supervisors and individual contributors clarify what they needed for job satisfaction and shape actionable career plans. Its manager feedback and dialogue components ensured that individuals’ plans reflected the organization’s needs as well.
The results: In spite of recent reorganizations, employees at all levels remain engaged and committed to their personal success and that of the company. What could have been a very painful time in the organization was made less so because people were clear on what matters most and had tools for remaining in control of their careers. Performance has remained high as well as trust between managers and employees.