In recent decades, career development has seen a shift in the way it is approached. Traditionally, it was up to an organization to ensure that its employees had the skills to meet the company’s long-term goals. Now, however, employees advocate that they are—and should be—responsible for their own career development.
This shift has changed the way that organizations handle career development. Career development is viewed today as a kind of partnership with employees. It is also a key component of a company’s attraction and retention strategy. Many candidates will not consider employment with an organization unless it offers career development as a basic component of its culture.
Career development should be considered from the perspectives of both the organization and the employee:
Organizations should consider two factors when putting together their career development program:
Clearly, an organization must consider its overall direction and goals in order to assess the competencies that they need from their workforce to be successful. It is equally important that the organization take into account an employee’s motivation to succeed as an individual.
A proven method to meet these needs of the organization and the employee involves:
Each employee should have a career plan that has been discussed with their manager. Generally, this would take place during the performance review process.
The career plan includes an assessment of the “gaps” or training requirements. The career plan should be reviewed on an ongoing basis. This ensures that both the employee’s and the organization’s needs and objectives are adjusted over time.
Discussions of career planning typically include the following: