With this column, we pass the halfway mark in the review of the seven individual attributes of the RESPECT model (Recognition, Exciting Work, Security, Pay, Education and Career Growth, Conditions, and Truth) by turning our attention to Education and Career Growth.
In my global survey, those employees who told us that education and career growth were what they most wanted from their employers are on a mission to improve themselves and their stations in life. They seek fair promotion opportunities and accessible development options. They stated in their own words that what they most want is:
- “A chance to advance”
- “Good leadership that is interested in my personal and professional development”
- “A clear development path”
- “Professional development”
- “Fair career opportunities”
- “Career prospects”
- “The potential for a growth opportunity”
- “Reduction of nepotism and promotion of workers using the merit principle”
- “To move into management”
WHY IT MATTERS
Clearly, employees want education, training, and career development. Helping them attain these outcomes is a win for business and a win for employees. A well-trained workforce is a boon to business success. And humans have an innate drive to learn and grow. We all have felt it: the need to improve, to develop a new skill, to take the next step, to master the next challenge. Universally accepted theories have described the phenomenon as self-perfecting drive or self-actualization.
Personal or family cash flow also plays a role in the motivation to advance. Some people feel the need to continually improve their financial security and perhaps, along the way, accrue symbols of wealth. And let’s face it, in today’s economy, the cost of living continues to climb. Career advancement is often a means to an end—a higher salary to fit a higher cost of living.
THE BUSINESS IMPERATIVE
For businesses, the lesson is to identify human capital needs in conjunction with identifying those seeking career growth and investing early and often in their development. If businesses don’t support career development, what they’re really doing is encouraging employees to leave once they have mastered their existing skills. If employees can’t envision their futures within their current organization, they’ll simply look over the fence. In my research, a stunning 54 percent of employees who can’t see a path to advancing are considering leaving. The intent to leave drops to only 19 percent for employees who believe they can achieve their career goals within their organization.
LEVEL OF IMPORTANCE
Obviously, not all organizations are alike nor operate in the same competitive space. Education and career growth are more important when:
- Employee turnover is high.
- Expectations or job demands change frequently.
- Labor market conditions make it hard to hire workers with the needed skills.
- Employees are working within a unique or complex business.
SMART STRATEGIES
Actions to improve the employee experience in terms of education and career growth include:
- Develop a thorough employee orientation process.
- Create individual growth plans for employees that define areas where employees should enhance their skills and abilities.
- Conduct systematic evaluations of the organization’s education and training programs.
- Promote the organization’s job posting system.
- Hold lunch workshops to keep employees current on industry, business, and career trends.
- Use training as preparation for career moves, i.e., sending a high-potential employee to manager training, even if a job is not yet open.
