We all want to know where we’re going next. Whether in life or professionally, developing to the next level is fundamental to all of us. Unfortunately, many companies do not have serious development plans in place for employees. Instead, there is an expectation that employees and manager will have conversations about promotions when the time is right for employees to move on. Unfortunately, this kind of policy can lead to inconsistencies within a company and can lead to good employees leaving to go to a company where development is a focus.
To ensure appropriate employee development conversations are happening with everyone at your company or within your division, you need to start by ensuring you have a clear grasp on what your development conversations should look like. They should have future career progressions in mind, as well as opportunities for growth in the employee’s current role. This allows an employee to not only make future plans known but to begin developing the relevant skills to get to that next level.
There should also be a conversation around whom to contact regarding that next job when the time comes to begin looking into the next role. For most, that is a year to six months before they will look to move on. This will both get buy-in from the potential future manager and give the employee an opportunity to see what skill sets are required for the next job. In addition, it will allow for buy-in from the employee, making it less likely he or she looks to find a job with a competitor.
Next, there should be an action plan created. These are next steps and SMART (Specific, Measurable, Achievable, Relevant, Time-Bound) goals which allow the employee and the manager to track the progress toward developing. This can include shadowing employees in a role the employee wishes to pursue, obtaining licenses or certificates, working on a specific skill-set, or speaking with a hiring manager in another department to learn about another job. But these action items will continue to keep the employee engaged such as those at www.sterlingheightslimoservice.com, committed to the company, and working toward a new role.
Finally, these items need to be acted upon. Going through the motions and not following the action plan is not only useless, it can actually lead an employee to become disengaged. This is why we set SMART goals – they are specific, achievable goals which are relevant to the conversation and are time-bound to ensure they are done within a reasonable timeframe.
This is just the beginning of employee development planning. These conversations can get very complex, especially in the early stages when employees are not sure of where to take their careers or how to get there. But in the long run, this will create a growth in productivity from fully engaged employees and will save the company money in training costs from employee turnover.