Discover the transformative power of career development in this blog post by Lisa Nakamura. Learn how creating clear career pathways and fostering a growth mindset can lead to a more motivated and committed workforce. Dive into practical strategies and real-life examples that will help you unlock the full potential of your team and achieve long-term success.
“Lisa, can I come in and talk with you? I was wondering if you could help me.”
This became a regular request from team members when I served as the Vice President of Human Resources for a $1.5B construction company. The conversations, of course, varied from deeply personal issues to questions on our employee handbook. However, the most common topic of conversation early in my tenure was “I’m not sure what my next career steps look like, and I’m not sure who to ask.” And – let’s be honest here – by the time an employee decides to talk with HR, they’re feeling frustrated. And a frustrated employee is generally not an engaged employee.
Two key groups asked this question: the new generation of talent entering the workforce; and those with 5-7 years of experience. It’s important to recognize what drives each of these groups to ask this question. Gen Z (and soon to be Gen Alpha) have been raised to be curious, “try things that interest you,” and actively seek feedback from coaches and advisors. Their energy comes from a sense of community, connection, and (in many ways) transparent competition, whether that be job title, compensation, or “perks.” These energetic (and frankly, brilliant) employees can quickly become disengaged if they don’t know what’s next and who is going to help them get there.
Employees with 5-7 years of experience often have additional pressure as they begin to consider home ownership, start families, and undertake early planning for their children’s college education and their own retirement. They, too, start to look at their peers and weigh their career paths in terms of “What’s next and how do I get there?”
Employers sometimes miss the synergy that occurs between career development and engagement, thinking that an annual performance review and financial “bump” is what employees want. In fact, many of today’s employees want more than these extrinsic motivators; they are looking for opportunities to learn, to try new things, to be part of teams, and to (in the words of Dr. Carol Dweck) build a Growth Mindset.
What can companies do? In my previous organization, we conducted listening sessions (“stay Interviews”) to learn what most interested these two key populations. We learned that many of the employees wanted to do rotations in other roles, such as estimating/pre-construction, field supervision, and cost engineering. They wanted the opportunity to both try out other positions as well as learn more about how these functions were integrated. This “career chessboard” offered a powerful tool to engage employees rather than the straight line approach that many of us had early in our careers.
We took what we learned in the listening sessions and developed career pathways that outlined not just the expectations for the role but also the opportunities for training / L&D, conferences and presentations, technical certifications, association membership, and coaching / mentoring. These “maps” became powerful discussion points for both employees and their supervisors, and provided a framework for professional development beyond the annual performance review.
In its recent Q12 workplace survey, Gallup found that employee engagement revolves around five key drivers: purpose, development, a caring manager, ongoing conversation, and a focus on strengths. According to Gallup, “People want purpose and meaning from their work. They want to be known for what they’re good at.” Career paths, and the development support to “get there” represent key leadership activities in providing this purpose – particularly for the high-potential team members we want to retain for the long term. Listen, learn, actively support the career development of your team, and watch engagement and productivity both increase.