A521.5.8_RB_Value Narrative_Wathen_Sandra

Value:  Creativity, Imagination & Innovation

Conflict Value:  Routine, Predictable work projects

Incident of Conflict between Values:  Although it has been recognized by leadership that there is a tremendous need for the establishment of professional career tracks, nothing has been done to initiate a program.  There are many individuals that are in positions that have no future for advancement.  An example is that there are several junior level positions that are not set-up for moving up to the mid-level.  There is no career development plan, no mentoring program, and not much incentive to work to the next level.   Eventually, these individuals will move on to another contractor to advance and the company has just lost their knowledge base. 

This is a story that comes to mind when I think about the times that I have tried numerously to make a difference in the organization with respect to workforce development and incentives.  When I first started working with my company four years ago, I noticed that there was a significant void in offering special professional activities and programs to its employees.

When I came to the company, I came with management credentials and focus areas in management.  It didn’t take long for me to notice that there was not much openness for adoption of new ideas and creativity.  This was especially true with developing methods to assist the employees in career enhancements.  I have always been a true advocate of building the workforce from ground up; helping the junior levels to acquire next level, developing mentoring and shadowing programs, etc.

Periodically and whenever I felt an opportunity to capture the ears of leadership, I would make suggestions.  Most the time they would listen, but never go much farther than giving me their ear for a few minutes; yet they promote these types of values as part of their corporate framework. 

I guess it was just about a year after I started with the company when I noticed that people would just stop by my office and initiate a conversation with me.  I was starting to gain followers without seeking them.   They would share their concerns and ask my advice on how they should proceed with their career.   It seems as though I had started to become somewhat of a career counselor just for the simple fact that they respected me and had the comfort to talk with me.  They also shared more personal feelings about how their career goals and how they also felt a sense of not having identity and clear direction on their career path and next steps.

As I reflected, I realized that these people were reaching out for guidance with respect to their jobs and their future with the company.  In my discussions with these employees as they stopped in to chat, I noticed that there seemed to be a connection with their concerns, as well as their views.  It dawned on me that they were asking for help in understanding their career future and wanting me to give them the answer they wanted.  Unfortunately, I could not, as I already knew the stance that the company had on this subject.  The employees were looking for their career path, the same area that the company has chosen not to have on their priority list.  Questions they asked me for example were:  “Does our company have career paths or career tracks for people like me in junior level positions?” “Will I need to leave the company for another in order to ever be able to move to the next level?” “What do I need to do to meet the company’s expectations to move to next level?”

As a valued employee and a mid-level manager of the company, I have offered creative and innovative ideas.  I made several attempts with leadership, as well as, volunteered to take the lead with respect to establishing some new workforce development programs.  Unfortunately, I always get push back and excuses as to why the company cannot develop such programs.  I also used my initiative to develop a “knowledge share” program in which leadership supported at first, but then it fizzled.  It seems that leadership is complacent with the routine status quo.  However, I think that not too far into the future, the company will start seeing adverse affects to the moral and productivity because the company is being seen by the workforce as not backing their stated values.

I have tried many strategies to try and capture leaderships’ hearts through influencing the ideas, but it seems that company structure leads the pack over the company’s values.  In addition, I have used numerous diplomatic approaches,  and I continually stress the importance of sharing the vision.  Whenever I have the opportunity I also remind leadership about the importance of following up with you say as that is what enables people to work together for the same goals.