There are several compelling arguments for qualifying and training employees internally. When you consider the cost of training new employees getting them up to speed on processes, teams, and systems, it is without a doubt a better solution to focus on succession planning internally.
But the actual cost is not the only reason. The modern employee expects to be challenged, and if they feel like their growth is stagnating, they will look for a new workplace.
Organizations with a strong culture of personal and professional development have more success in attracting and retaining top talent. According to Gallup, nearly half of employees who are looking for a new job think that their boss could have done something to retain them.
Sustainable development reviews and dialogues ensure that your employees' need to be heard is met, and in the process, you will get more competent, satisfied, and engaged employees.
Create an organization with a focus on development
An organizational culture that includes systematic qualification and development of employees requires focus and a formalized process. As with most strategies, the best results are achieved by planning and making sure that the strategy reaches all nooks of the organization. To counter bias and include diversity in the competence and talent development strategies, it is vital to take steps to ensure that everyone has equal opportunity to be considered for a position.
But where should you start?
1. Start with the job posting
The job posting is your potential new employee's first impression of your organization. Show your focus on development here, so future employees know what to expect.
Let your job posting reflect developmental-oriented aspects of your organizational culture. Top talents are actively looking for job opportunities that can challenge them, and their first impression of your organization should resonate with their ambition for personal and professional development.
But remember to be honest. If your organizational structure is flat, you should avoid stating that there are plenty of opportunities to climb the career ladder. Try instead to give a realistic and honest description of what competence development looks like in your company and in the position in question.
2. Uncover needs and wishes for development continuously
Start incorporating competence and development plans in the onboarding dialogues. There is a unique opportunity to connect the dreams, aspirations, and goals of the employee to the needs and strategies of the organization in the first period of employment - typically within the first 14 days.
Once you have established a good understanding of the employee's current competencies and aspirations, this can be included as part of the ongoing dialogues.
Remember to operationalize and register current competencies and plans for future development so a two-way transparency and alignment of expectations is created. Ongoing and systematic dialogues are the foundation of sustainable development, performance, and well-being in the workplace.
“Millennials rank the opportunity to learn and grow in a job above all other considerations, and 69% of non-millennials say it is important to them.” - Gallup
3. ‘By failing to prepare, you are preparing to fail’
Prepare material for your 1-on-1's and development dialogues so that your managers are prepared to explore their employee's aspirations for development and advancement. Many are under the erroneous belief that these questions naturally occur in the day-to-day conversations between management and staff. It is essential that the important questions are scheduled and systemized so that development does not become an ad-hoc task that can quickly be forgotten.
4. Define competencies and connect them to goals and strategies
When you, as a manager, have uncovered your employees' aspirations for personal and professional development, it is time to set goals and start planning. Dialogues become valuable when they are formed into concrete goals and actions. Set time off to define your employees' professional and personal developmental goals, and start connecting them to your organization's needs and strategies. In this way, the manager can simultaneously create more meaning for the individual employee as well as results and value for the organization.
5. Development is more than training
Sustainable growth happens with the right combination of current competencies and training. It is therefore important that the manager helps bridge the gap between competencies and tasks. Job inspiration, internships, and job rotations are all important tools the manager can use to signal to the employee and manager that development is a multidimensional process. In addition, it is important to address wishes for personal development, to ensure sustainable development, well-being, and performance.
Duuoo facilitates sustainable competence development
Duuoo facilitates the ongoing dialogue with a focus on sustainable development, well-being, and performance. With Duuoo, you can ensure that your employees' current competencies suit your organization's goals and strategies. Now and in the future.
Plan courses, workshops, and training, find formalized networks, job inspiration, or internships, plan mentoring, and upload certificates directly to each employee's profile.
Your employee will feel heard and valued when their wishes are met with action. That is what we call sustainable development, well-being, and performance.