Practice knowledge base
Career Coaching
Individual career sessions help an employee choose a growth direction, align it with company opportunities, and agree on the first steps.
Documentation sections
What it is
Career coaching is a series of conversations an employee has with their manager, HR, or a career consultant about goals, strengths, growth options, and immediate next steps. It helps when career paths exist in the company but an employee finds it hard to decide which path to take and what to do next. It doesn't replace promotion decisions or promise a quick transition, but helps make the choice more intentional.
When it helps
- An employee wants to grow but can't decide on a role, direction, or next level.
- Career paths are defined, but employees rarely use them without guidance from a manager or HR.
- High-performing employees consider leaving because they don't see suitable opportunities within the company.
- Following a review or 1:1, an employee receives feedback but lacks a clear action plan.
- Managers discuss careers in different ways, so employees receive uneven support.
How to start
- 1 Select employees who already have a desire to grow or are at risk of leaving because of unclear career prospects.
- 2 Assign a session owner: the manager, an HR business partner, or an internal career consultant.
- 3 Have a conversation about goals, interests, strengths, and limitations, without reducing it to a discussion about promotion.
- 4 Write down 2–3 realistic development options and the first step for each: a project, training, a mentor, or an internal vacancy.
- 5 Review the commitments at the next 1:1 and drop any options that lack genuine support within the company.
Expected effect
Employees gain a clearer understanding of available growth options and their first actionable steps. Managers and HR spot career aspirations earlier and can align them with projects, training, or internal moves, instead of only reacting to retention risks.
Common pitfalls
- Promising a promotion or new role before a vacancy, budget, or approval exists.
- Reducing the session to generic advice without a specific next step and someone responsible for follow‑up.
- Talking only about the employee's interests without checking how they align with real business needs.
- Delegating career conversations solely to HR when the manager isn't prepared to support the practical actions.
- Using the practice as a one‑time chat without revisiting the plan during 1:1s.
Further reading
- Book: Herminia Ibarra, Working Identity
- Book: Beverly Kaye, Julie Winkle Giulioni, Help Them Grow or Watch Them Go
- Book: Kim Scott, Radical Candor
- Report: LinkedIn Learning, Workplace Learning Report
FAQ
Who should conduct career coaching?
Most often, the direct manager starts it, because they see the employee's work and can assign meaningful tasks. HR helps with career paths, internal vacancies, and a consistent approach, especially if the manager is inexperienced.
Can we start without an external consultant?
Yes. For the first step, a well-prepared conversation, a list of career options, and an agreement on the next action are enough. An external consultant is useful if the employee's request is complex or if managers need separate training.
How do we know the practice is working?
Look for whether employees come up with concrete development plans, apply for internal roles, or agree on projects or training. It's important to check not just how satisfied they are with the conversation, but also how they move on the steps they chose.
What should you do if an employee's goal doesn't match the company's opportunities?
Address it directly and explore nearby options: adjacent roles, projects, skill development, or an honest timeline of expectations. A frank conversation is better than supporting an unrealistic plan.