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Three Steps to Create a Culture of Career Growth and Development

I hear a lot of leaders say they wish they had more time to develop their employees.  They want to have a culture of career growth and development.  They know how important it is but it often becomes "something else" on their list of things to do.  What if it wasn't "something else" on their list of things to do but a regular part of their responsibilities?  And, what if the onus of career development lied with the employee and not the manager?  Would that help with creating a culture of career development?  The resounding answer I received to these questions was "yes!" which was quickly followed by, "but how can I do that?"  That's what the below information will provide: the steps to create a culture of career growth and development in your organization.

First, it's necessary to bust some myths about career development with the first being that managers are the "owners" of career development.  They aren't.  Employees' own their career development.  It's their career, whether they are with your organization or not.  Therefore, it's their responsibility to take ownership of it.  That doesn't absolve managers of responsibility.  They must provide support and partner with the employee on their development but managers don't own it - the employees do. 

The next myth that needs to be dispelled is that managers must have all the answers.  They don't have to nor do they want to.  With regards to career development, managers must be able to ask some really good questions about the employees' career aspirations and motives, and, they must be able to provide some honest feedback and guidance but they don't have to know all the answers.  Typically the answers about a particular employee's career growth lie within that individual employee.

The next myth is that there isn't enough time for career development.  Again - not true.  You make time for your priorities so if there isn't enough time to focus on employee development, I'd say you have some other competing priorities.   The last myth that tends to derail creating a culture of career growth and development is that it often creates employee expectation or entitlement about what's next for them in terms of a new role or promotion.  If you have an honest conversation with employees about their career and share that it doesn't guarantee any future promotion but is a developmental conversation about future possibilities within your organization, you dispel the myth of "career conversation equals promotion".

Once you bust through these myths, the next thing to do to create a culture of career growth and development is educate the workforce.  Everyone needs to understand what career development actually means as well as what it means in the context of your organization.  In addition, it's essential to educate everyone on roles and responsibilities so they are clear on what is required of them.  Employees' own their career development so they need to know that they have the role of "owner".  Managers are supporters and partners so they need to know this and understand what it means to be a supporter and a partner to their employees.  If your organization has a process in place around career development, this is also something that the workforce should be educated on.  Providing information and education not only ensures everyone is on the same page but also starts that process of embedding career development into your culture.

Finally, you want to master the practice of conducting consistent career conversations.  Career development conversations should be future oriented and conducted on a regular basis.  I recommend they be held separately from performance conversations.  Performance is a look back and career development is a look ahead.  In addition, if you give an employee a performance rating, they may become preoccupied with that rating and unable to focus on any additional conversation regarding their career growth. 

In order to not make these career conversations "something else to do", I recommend have mini-career discussions throughout the year as regular parts of your one-on-one conversations with employees.  For example, perhaps you decide that once each year you have a full-blown career development conversation during which time employee's career goals and objectives are established.  You can then check in on these goals and objectives (and re-set them as necessary) as you have your regular weekly (or bi-weekly or monthly) one-on-one conversations with your employees.  Before you know it, having a career conversation is a regular part of what you do.  It's important that you also educate the workforce on how to effectively conduct these career conversations.  Both managers and employees need to be prepared and know their roles in these discussions so that the conversations are beneficial and productive. 

If you practice these three steps consistently (busting career development myths, educating the workforce, and mastering the practice of conducting consistent career conversations), you will automatically begin to embed career development into your organization's culture.  It will take time and commitment but, in the end, will be worth it and have great impact on your employee engagement, retention rates, and organizational performance.

This month's development action step:  Ask yourself which of the steps in this month's article is the "next best step" for you to take to create a culture of career growth and development in your organization. Then, take that step.  Maybe you've already done steps one and two; if so, take action on step three!  And, if you haven't started the process yet, make a commitment to start with step one. 

 

Andria Corso is the founder of C3 Coaching and Consulting. an Executive Leadership and Career Development Coaching and Consulting firm.  C3's mission is to help our clients reach their highest potential.  Read more about C3 here or contact us to find out how we can help you and your organization reach your greatest success.

Contact information: Andria L. Corso ~ 888-432-4245

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