With many managers wanting to help their employees expand their skill set and talents, they are continuously working side by side with their employees to define their goals and achievements. Read this blog post to learn more.

Working for a company that invests in career development is often a top priority for employees, and if the company doesn’t provide those opportunities, employees will take their talents elsewhere. A 2019 iHire survey found that 51.7 percent of professionals voluntarily left their job in the past five years. One of the reasons professionals cited for quitting was the lack of advancement opportunities (reported by 11.7 percent of respondents).

Managers can help combat this talent drain by working with their direct reports to define the employees’ career goals and then help them achieve those milestones. “If you want the best team and want them to perform at their highest level, you have to invest in developing them,” said Iris Drayton-Spann, SHRM-CP, vice president of human resources and organizational development at WETA, a public television station in Arlington, Va. “Then they will bring their ‘A’ game.”

Investing in your team doesn’t necessarily mean paying for high-priced training programs. There are plenty of low-cost and free development opportunities managers can offer employees, such as suggesting certain trade publications to read, or introducing them to a staff or board member who is a subject matter expert or thought leader in a field they want to pursue, said Jody Fosnough, SHRM-SCP, a senior consultant and executive coach for Right Management, a leadership development firm in Fort Wayne, Ind. The key is to find out what skills each team member is looking to develop or what type of position he or she hopes to grow into.

Ask Thought-Provoking Questions

Drayton-Spann carves out 45 minutes every two weeks to talk with her four team members individually about their goals, training needs and anything else they want to discuss about their work. It’s up to each employee, though, to set the agenda and tone for the meeting.

“Some of the meetings are casual, some are very formal,” she said. “I listen to them, they ask me questions, and then I ask them questions. It gives them ownership over their career development. It’s not me telling them what to do.” If they make a commitment to work on a project, meet with a mentor or look into a professional membership organization, Drayton-Spann follows up with them at the next meeting to see if they completed the task and to figure out what the next step will be toward their milestone.

To help employees set realistic goals, Fosnough said, managers need to ask more pointed questions than simply “What do you want to do?” Ask employees questions that force them to think critically about their strengths:

  • What’s a compliment you received about your work?
  • What recent problem have you solved?
  • How have you surprised others on your team?
  • What are you most proud of this month?

These questions will help employees to consider why their colleagues value their work and help them see what types of roles they should gravitate toward in the future.

Find In-House Opportunities

One of the best ways to help team members advance is to invite them to work on a stretch assignment—a task outside their job description—that allows them to learn new skills or interact with colleagues they normally wouldn’t have access to, Drayton-Spann said. Instead of telling an employee to take on a new project, Drayton-Spann asks the employee to work with her on a project. She also takes time to explain how the project would benefit the employee’s career. Perhaps the worker will learn a new skill or have an opportunity to interact with members of the C-suite, she said.

In addition to stretch assignments, managers can offer plenty of other in-house opportunities to help employees grow into a new position, including cross-training with another department, telling other managers at the company about an employee’s strengths, and allowing an employee to shadow someone who holds a position he or she is interested in growing into, said Kimberly Coan, a 20-year HR professional in the Dallas area. Job shadowing allows employees to learn what skills they might need to develop and the type of training they should focus on. And sometimes it reveals that a position they’re interested in isn’t actually a good fit for their skills, she said.

Career development can also focus on soft skills and help the employee gain confidence. For instance, an employee once asked Coan how to become more comfortable interacting with company leaders outside his immediate department. Coan encouraged him to invite a regional director out for coffee and ask the director how to best help the employee’s department director do her job.

If an employee asks to participate in a specific training program, make sure it’s appropriate for the employee’s goals, said Andrea Raggambi, CEO at PerforMore Coaching and Consulting, a leadership development firm in Falls Church, Va. Often employees will want to earn a certificate or participate in a training program because they heard another colleague just completed the program.

“Sometimes they see their colleagues do certain things, and they think that is the correct career path for them even if it’s not,” she said. Ask the employee to explain why he or she believes the training will help achieve his or her career goals, how it will have a positive impact on the team, and how it will help advance the company’s overall mission, Raggambi said.

Keep Plans Flexible

Keep in mind that not all employees will be interested in advancing their career. Some employees are content staying in the position they have, and managers need to respect that, Coan said. There might be reasons outside of work that influence their decision not to pursue a promotion. For instance, they might be taking care of an aging parent or sick child. But, Coan said, keep in mind that just because employees aren’t interested in career development today doesn’t mean they won’t be interested in three months or a year from now.

Employees’ goals can change. Raggambi recommends asking employees to revisit their career plans every three to six months. Managers should always ask, “Does this career plan still look good for you? Are you still excited and energized by this?” It’s important to allow employees to reassess their plans and make adjustments.

SOURCE: Rabasca Roepe, L. (09 June 2020) “How to Help Your Team Advance” (Web Blog Post). Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/people-managers/pages/developing-your-employees-.aspx