New data shows that employees are prepared to work hard and use their growing skillset with their current employer
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Development opportunities has entered the top three reasons workers leave their job, ranking ahead of people management and recognition, according to the CEB Global Talent Monitor.
The good news for employers is that employees are prepared to work hard and use their growing skillset with their current employer.
Data from CEB, now Garter, show that discretionary effort increased in Q1 to 18% and intent to stay increased by two per cent.
In order to capitalise on this renewed energy and commitment, employers should address their employees most important ambitions: development and future career opportunities.
“Today’s dedicated and determined workforce are looking for new ways that they can thrive and grow professionally,” said Aaron McEwan, HR Advisory Leader at CEB, now Gartner.
“They want to know that no matter where their career takes them, their skills will be relevant and in-demand.
“Now is the time for employers to think about the smart ways they can engage their current workforce. One of their options is to provide a platform that enables them to accomplish their professional aspirations.”
According to McEwan, creating opportunities for internal movement, which gives employees the opportunity to move from role to role within the organisation and learn new skills along the way, is a great way to champion employee development.
“Career development doesn’t have to focus on a direct vertical progression, it can look sideways for areas of potential growth and future needs. For employers who get it right, it can become the hot ticket for talent attraction and retention,” said McEwan.
McEwan said when employers address their Employment Value Proposition, their focus on development should include:
Providing internal career mobility: Many employees believe it is easier to get a new job at a different company than to get a new job with their current employer. Companies need to address this by helping employees and managers create career partnerships. This type of joint ownership will benefit employees and managers by creating a robust internal job market that enables employees to move across the organisation trying new jobs. It also provides a well of talent for the company to tap.
Building awareness through improved communication: Managers and leaders must increase their communication to employees about the job opportunities and benefits that are available. Employees will be less likely to switch off if they understand there are opportunities for growth at their current employer and how to get them. Managers must be clear with employees that moving jobs within the organisation is not only possible, but considered a good thing.
Related stories:
‘I thought HR needed a shake-up - and they agreed’
The good news for employers is that employees are prepared to work hard and use their growing skillset with their current employer.
Data from CEB, now Garter, show that discretionary effort increased in Q1 to 18% and intent to stay increased by two per cent.
In order to capitalise on this renewed energy and commitment, employers should address their employees most important ambitions: development and future career opportunities.
“Today’s dedicated and determined workforce are looking for new ways that they can thrive and grow professionally,” said Aaron McEwan, HR Advisory Leader at CEB, now Gartner.
“They want to know that no matter where their career takes them, their skills will be relevant and in-demand.
“Now is the time for employers to think about the smart ways they can engage their current workforce. One of their options is to provide a platform that enables them to accomplish their professional aspirations.”
According to McEwan, creating opportunities for internal movement, which gives employees the opportunity to move from role to role within the organisation and learn new skills along the way, is a great way to champion employee development.
“Career development doesn’t have to focus on a direct vertical progression, it can look sideways for areas of potential growth and future needs. For employers who get it right, it can become the hot ticket for talent attraction and retention,” said McEwan.
McEwan said when employers address their Employment Value Proposition, their focus on development should include:
Providing internal career mobility: Many employees believe it is easier to get a new job at a different company than to get a new job with their current employer. Companies need to address this by helping employees and managers create career partnerships. This type of joint ownership will benefit employees and managers by creating a robust internal job market that enables employees to move across the organisation trying new jobs. It also provides a well of talent for the company to tap.
Building awareness through improved communication: Managers and leaders must increase their communication to employees about the job opportunities and benefits that are available. Employees will be less likely to switch off if they understand there are opportunities for growth at their current employer and how to get them. Managers must be clear with employees that moving jobs within the organisation is not only possible, but considered a good thing.
Related stories:
‘I thought HR needed a shake-up - and they agreed’