Here’s the bottom line: if you are not able to do this as an employee you are in trouble. If you do not do this as a manager, you have failed the company and your team.
It is the role of the manager to ensure that each member of their team understands:
• the organization’s goals and strategies,
• how your team supports the organization,
• how he or she impacts the team and the overall strategy, and
• how to link career planning to the team and organization’s goals.
Making this type of connection allows your employee to link their career planning to the team’s and organization’s goals. When you fail to anchor career plans in what your organization expects, you could be creating false expectations or plans that are misaligned or unattainable. All of these outcomes could have a direct impact on your employee’s engagement and your success as a manager.
If the employee’s sole goal for the year is to finish their MBA and the company is in cost cutting mode it is your job to help that person understand the realities and priorities of the company, and how not being in line with the corporate goals can in fact hurt the employee’s career and their brand.
When creating a career development plan for your employees research shows that:
- 10% of learning and development comes from formal training
- 20% comes from feedback and from observing and working with role models and or mentoring
- 70% comes from real life on-the-job experiences, tasks, and problem solving. This is the most important aspect of any learning and development plan. For example, the real learning from a skill acquired in a training program, or from feedback, takes place back on the job when the skill or feedback is applied to a real situation.
My next post will discuss progress and holding employees accountable.