Career Management Coaching

Written by Garla Smith. Posted in Employer Resources

Did you know employee loyalty and retention is linked to employee satisfaction? "More than 25% of employees are in a high-retention-risk category" according to a blog post. Many are millennials who chose to stay with employers that invest in their professional development. According to a Docebo Survey, 36% of workers and nearly half of millennials would consider quitting a job that didn’t provide learning opportunities.

According to a SplashBI article, in order to Improve and Engage Millennial’s in the Workplace, Career Development should be a top priority. People perform best when they have an attainable career goal.

Well, imagine a career counseling service that can provide your high potential employees/contractors 1:1 support.

Well you don't have to imagine, Smart Moms offer this service. Interested in learning more - Click Here

We recently worked with GSHA Quality Services that yielded 75% success rate. Check out the case study below: 

  CASE STUDY #1: Retaining Contractors Until Project Ended


Recently, we worked with a client who provides quality management services including quality service staffing to help organizations stabilize process, reduce cost, reduce waste, and improve effectiveness and efficiency to achieve sustainable and transformational performance improvements. We engaged with five of our client’s sub-contractors (coachees) over a four-month period until the client’s project end date. The Career Coach met with each remotely (two times a month) and determined that each coachee had very different careers goals. These ranged from wanting to land a full-time job with benefits in another state with a different employer once the project ended, launching an entrepreneurial initiative while continuing to work with our client, and establishing proficiency using data collection technology required to do the job or a similar one. Our goal as the coach was to keep each contractor motivated about their future plans while still feeling committed to their current employer as a great learning ground for developing their skills and identify areas of necessary for personal growth.

Our Approach

We started our engagement with a series of assessments for our coachees to establish their interests, values, personality, and abilities. Each client was coached on the results of the assessment to gain a better understanding of the type of work that was of personal interest and identify the abilities that they were excited about utilizing and improving. Our coachees agreed to having feedback provided by the employer as well as input from the worksite (360 informal assessment). Through this process several coachees determined that manufacturing quality inspection work was in line with their strengths. Several clients determined after exploration and detailed discussions that quality management was not of interest but became clearer about the opportunities that were more in line with work that involved helping others and investigative work.

This work was done within the first four sessions of the coaching engagement. Following this foundational work, coachees were tasked over the next four to eight sessions to explore opportunities within their current workplace and outside. They were also charged with identify two or three outcomes related to various Career Readiness competencies that needed to be developed before the project ended. The necessary timeline and individual tasks associated with each outcome were documented. Homework was provided at the end of each session but was not so taxing that it detracted from the full-time work obligations>Accountability, problem solving, and resource provision were an integral part of the coach’s deliverable.

The coach engaged with each of the coachees though inquiry-based coaching discussions to promote self-directed learning, accountability, and virtual safe-spaces to reach their own unique individual goals


At the end of the client’s project, three of the five coachees had reached their goals. One coachee has landed a job in security that was more in line with her strengths and aptitude. Through the coaching relationship, she had established interviewing skills and navigated two interviews culminating in a job offer. She was not interested in engaging with her current employer any longer and ceased asking for a job or another opportunity within the company. She had empowered herself to find a more suitable job.

Another coachee determined through the engagement that quality inspecting work was in line with his strengths and abilities. Through the coaching relationship, he navigated searching for a job over 2000 miles away from his current location, creating interest in his offerings and determining lead companies. Within six weeks after the project ended, he had landed a new job by successfully communicating his relevant work experience and value. His starting salary was a 20% increase and included benefits with opportunities for career advancement.

The final coachee decided to stay on with the current employer and move up within the company. Advocating for upcoming opportunities and self-promoting the skills that had been developed was a strong benefit from the coaching engagement.

The final two coachees left the company on their own after a series of sessions and unpromising interactions with the employer. This of course saved time for the employer in having to fire or work through discipline/reprimand process.


 Definition of the Career Management Compentency

Career management can be defined as the combination of strategic planning and active personal management of one’s own professional career. According to National Association of Colleges and Employers (NACE), Career Management coaching activities could include helping an individual identify and articulate one’s skills, strengths, knowledge, and experience relevant to the position desired, communicating career goals, and identifying areas necessary for personal growth.

It also includes self-exploration of job options while understanding the steps necessary to pursue opportunities. An outcome of a successful career management engagement is the individual’s ability to self-advocate for opportunities within the company or external workplace.



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