Employee Development

Employee development is widely accepted as a crucial strategic initiative for the continued growth, productivity and capacity of an organisation. However, if organisations fail to acknowledge certain challenges, delay the implementation or overlook certain challenges then the overall employee development program can be less than beneficial for both, the organisation and the employees. For some people the idea of developing themselves involves feeling as though they are becoming more important to the business and perhaps even a little bit self-fulfilling. However, the development of employees should not be just about them feeling a sense of importance, but about them actually being able to contribute to their organisation in a meaningful way. In this article we look at the key principles that ensure that this happens.

It has been found that employee development programs are most effective when designed and delivered by senior level managers (when there is a senior leader). The fact that organisations often have a large number of small projects within each larger project is fundamental to this. In addition, it seems to make sense that the most effective employee development programs are designed for groups with differing levels of seniority. This way, there is the opportunity to not only focus on skills and developing the abilities of employees, but also allow different skills to be progressed at an appropriate pace. The result is that employees feel as though their work contributes to the overall growth and success of the business.

Another fundamental issue with some employer's approach to employee development is that they do not take the time to establish what really makes a difference. Many employers simply set up an employee development program, paying little attention to whether the program is actually meeting the goals or whether there are other aspects that need to be looked at and addressed. There are two problems with this approach; firstly, there is no real way of knowing whether the programme is actually achieving its stated objectives. Second, there is evidence that such types of programmes have a tendency to be relatively short-lived, with participants complaining that once they stop participating in the programme their skills start to slip back into the 'pool' and this is especially true if the organisation lacks a long-term strategy. In order to avoid these pitfalls, the most effective employer-employee relationship building strategies take the time to develop both long-term strategies and specific programs that address the needs of a specific team or department. In this way, the development opportunities are sustained and the resources used are specific, allowing both employers and employees to gain the most from the experience.

It is also important to remember that the purpose of employee development programs is not to simply develop new workers, but to ensure that the current workforce remain at the highest level of performance. This means that the approaches taken should be in line with HR standards and it is vital that HR professionals oversee these activities. It may be a good idea for HR to lead employee development projects as part of their role, but involvement by the team leaders and managers is essential to ensure that the process is indeed reaching its intended goal. When managers and leaders do participate in employee development programs, it is imperative that appropriate goals and objectives are being achieved. Otherwise, the investment has been wasted and any benefit to the company will have been minimal.

There are many benefits to aligning employee development with the processes of recruitment and talent management. First and foremost, as organisations become larger, it becomes more difficult for each department to maintain its own set of processes and standards. As a result, the overall effectiveness of an organisation can reduce, and HR professionals can sometimes be seen as being involved in a 'costly' exercise that does little to benefit the business. This is why there has been a move towards employee development that is integrated with the recruitment and talent management processes. HR professionals can provide recruitment software, training solutions, and advice on how to best implement these to maximise the opportunity to recruit and retain the best employees.

The second benefit of implementing employee development programs is that it provides managers with another resource to turn to when there is a need to gather information or gain a perspective on the work and personalities of an individual. It allows managers to see if there are any gaps in knowledge, potential or ability that might be able to be filled in the position or through some other training program. It also allows for an employer to gain the perspectives of not just one employee, but several employees. Through employee development programs, companies can gain insights from their recruits and employees, allowing them to become more effective at their role within the organisation.

Finally, implementing employee development programs is an important way of communicating the value of the business to consumers. When consumers are offered a range of different options from which to choose, it creates a sense of excitement and also expectation. It is important that organisations continue to provide competitive premiums on products and services, alongside these premium offerings, to keep consumers engaged and motivated. Developing a variety of options and presenting these in a compelling and interesting manner helps achieve this. Employee engagement and a desire to try a particular option can be a powerful incentive for a person to purchase a particular product. Similarly, when a potential customer is provided with an array of different products and services from which to choose, it can help to create a sense of loyalty and commitment to an organisation.

Employee development programs can provide significant benefits for employers. The advantages to the employer are many. Firstly, it provides the opportunity to develop and mould the skills of their workforce. Secondly, it offers the opportunity to expose employees to new and exciting opportunities and products. Lastly, it provides employers with the opportunity to demonstrate that they are committed to retaining their people and building on their strengths.