Managers take their employees for granted all too often. They believe that simply because employees seem happy and positive in their current role, they’ll stay that way for their tenure. That’s not how careers exactly work, they’re more focused on individuals and their personal career growth. If employees don’t see their career development in a role in some form or the other, they tend to look for opportunities that do offer such an environment.
If employers don’t focus and invest in employee growth, it’s a risky path that inevitably leads to an unprecedented departure of employees. Multiple studies find what employees want is their own growth along with the growth of the organization, and that instinct is stronger and more refined in millenials. A survey by Deloitte shows 25% of millennials plan to leave in less than a year, and 44% within two years.
Here's what you will learn
What are Career Development Strategies?
If you’re new to career development plans and haven’t used or participated in one before, you must first understand what it requires and how it works:
A career development plan is a customized strategy used to empower employees in achieving their short and long-term career goals. A career development plan consists of immediate and future goals relevant to the employees’ role and career. They are to help employees ascertain their future aspirations and ambitions and work towards them while maintaining an environment that encourages learning. They can be employee training programs that cover soft skills training modules for corporates and offer corporate training programs.
Organise a Planning Meeting
Here are some ideas about how you can help an employee create a career development plan:
- Arrange meetings with employees to discuss career development plans and hopes. Take their inputs in what and how they would like to grow in their current roles. Encourage them to plan out what their ideal career development plans would look like.
- Ask your employee to come prepared and think deeply about specific questions, such as:
- What professional or career goals do they hope to achieve within three years?
- What would they like to accomplish in the short term, say one year?
- Prepare your own set of recommendations for the employee that ensures they can progress on their career path. Make a thorough assessment and discuss the resources the company can offer to help make the process smoother.
- Not only professional, but the company must also take an interest as to the personal goals and objectives of the employees during this time.
Discuss the Career Development Plan
- Start holding monthly meetings with employees to discuss their progress, questions and doubts. Employees will have specific questions about the nature and scope of the plan. As the manager, it’s your responsibility to know the different options available to the employee, such as job shadowing, mentoring, and coaching on particular skills.
- Making the company’s intentions clear with the employee will help them seek assistance and clarify doubts. Keep them up to speed on the development and training options that the company can offer. Employees are typically of the perspective that training or development plans exist only in classes. Share the other options available.
- The company must prepare a specific form with Human Resource for employees to fill out when enrolling for the program. Of course, this is a nitty-gritty detail, but documenting the exact relationship and consent of employees will help you organise detailed plans more accurately.
Carrying Out the Plan
Employee development strategies are a fantastic concept for employees and companies alike, but it comes with a price. Even the best and most intricately planned development strategies will need regular follow-ups and assessments. If the employee is unable to adapt or fully utilize the opportunities and ends up harming productivity or efficiency, they might end up blaming management. This will become counter-productive for everyone involved and will significantly drive down profitability.
Companies need to guide employees but not to the extent they end up doing their work for them. If their choice of class or course doesn’t produce the desired results, the employee cannot blame anyone else. The HR department and its personnel are always present along with the employees’ managers to help guide them and support their choices, but at the end of it, it boils down to the ownership of employees and their willingness to commit to their own growth.