ASK AN HR LEADER whether their company is good at career development, and they will likely say that it is A - and then they'll talk about the programs they've designed for high-potential employees.
Ask them how well the company supports the rest of the workforce, and their answer will likely change. Some will say that they expect managers to be responsible for developing their people. Others will say that employees are empowered to "own" their own career development. The more transparent leaders might add that their approach works for some employees but not for most.
Those approaches might sound good but often don't live up to their promise. This is a problem for companies, especially when it's difficult to find and retain skilled employees. Leaders must do much more to help employees see a future with the company and a path to advance toward that future.
Fortunately, a small but growing number of companies are finding ways to improve career development for all of their interested employees. Doing this at scale does not require the same level of investment that the company provides to its high-potential future leaders. It does, however, require the use of modern tools and a coherent approach that helps employees see a path forward, learn and practice the competencies they need, and receive solid feedback and coaching along the way.
In this article, we'll share insights from a survey of more than 1,000 workers and interviews with talent and learning leaders at more than 25 organizations who are figuring this out.
Let's Stop Kidding Ourselves
هذه القصة مأخوذة من طبعة Spring 2023 من MIT Sloan Management Review.
ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.
بالفعل مشترك ? تسجيل الدخول
هذه القصة مأخوذة من طبعة Spring 2023 من MIT Sloan Management Review.
ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.
بالفعل مشترك? تسجيل الدخول
Avoiding Harm in Technology Innovation
To capitalize on emerging technologies while mitigating unanticipated consequences, innovation managers need to establish a systematic review process.
Make a Stronger Business Case for Sustainability
When greener products and processes add costs, managers can shift other levers to maintain profitability.
How to Turn Professional Services Into Products
Product-based business models can help services firms achieve greater scale and profitability. But the transformation can be challenging.
Do You Really Need a Chief AI Officer?
The right answer depends on the strategic importance and maturity of AI in your company.
Where To Next? Opportunity on the Edge
Doing business in regions considered less stable or developed can pay off for companies. But they must invest in working with local communities.
Make Smarter Investments in Resilient Supply Chains
Many companies invest in resilience only after a disruption. Applying the concept of real options can help decision makers fortify supply chain capabilities no matter the crisis.
The Three Traps That Stymie Reinvention
Organizational identity, architecture, and collaboration can be either assets or liabilities to pursuing growth in new sectors.
What Makes Companies Do the Right Thing?
Vaccine makers varied widely in their engagement with global public health efforts to broaden access to COVID-19 immunizations. Ethically motivated leadership was a dominant factor.
Build the Right C-Suite Team for Your Strategy
CEOs can foster a more effective leadership team by understanding when to tap senior executives' competitive instincts and when to encourage collaboration.
A Better Way to Unlock Innovation and Drive Change
A strengths-based approach to building teams can win employee commitment to change and foster an inclusive, agile culture.
