Investing at defining Career Moments is the best employee development strategy therefore a significantly better Employee Experience!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Employees want more investment in their employer-employee relationships.
?? Employees who receive employer investment at defining moments have significantly better employee experiences, perceptions of their employers, and employment outcomes. These directly contribute to overall resilience.
?? Employees who receive professional development are 22% more likely to perceive employer-employee relationships as reciprocal, i.e., as having an equitable balance of give and take.
???? Employees who received employer-provided career transition services were even more positive, being 33% more likely, and a staggering 87% of employees who received both career development and career transition services felt their relationships with their employers were reciprocal.
Investment in an employee’s professional development dramatically improves the quality of the employee-employer relationship. While there is some overlap, experiences with and expectations concerning employer investment differ considerably from generation to generation, according to a new interesting research published by Keystone Partners using data ?? collected from 305 respondents across a variety of entry level, mid-level, and senior-level roles, and representing the four dominant generations in the workplace in private firms and government agencies.
?The three Kind of investment do employees actually want and expect
This research on Gen X, Millennial, and Gen Z workers shows that employees want employers to invest in them at the start of their careers, and as they level up within the company.
Employees believed that employers should provide :
?? Apprenticeships by 63%
?? Internships by 60%
?? Mentorship, Coaching and Leadership by 60%
?Defining moment is crucial
Researchers found that employees expect investment from their employers ahead of crucial transitions in their careers, i.e., when they step into a new role at an organization, and when they advance in that organization.
This makes sense; moments of transition are when employees are at their most vulnerable, in unfamiliar territory, and most in need of guidance from their organizations. Most of us remember our first day on the job or our first meeting as a division leader because it was a defining moment not only for our careers, but for us as individuals.
?Definition of Moment:
?? Researchers have defined a defining moment as a point in time in which the essential nature or character of the company is revealed or identified.
Transitions are defining moments because they reveal the level and quality of care a company invests in the future of their employees and their organization.
?Defining moments and impact on employer-employee relationships
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?? Both career transition services and professional development are essential to the employee experience.
?? However, this wonderful research shows that respondents were nearly 7x more likely to receive professional development than career transition services. Employees expect and value both and they work best when leveraged together.
Employers who provided career transition services after conducting layoffs were significantly more likely (69%) to be perceived as empathetic by their former employees, compared to those who did not (26%). Those who received career transition assistance also experienced better outcomes: 77% of respondents in this cohort felt losing their job was ultimately a positive experience.
?Four generations of the workforce have different expectations
Researchers found that opinions on what generations find empowering, what establishes expertise, what makes a strong partnership, and whether work relationships can be genuine vary.
?? Millennials, having experienced a greater degree of tailored professional education, are most critical of whether customization claims translate into a well constructed, well-delivered, and ultimately rewarding experience.
?? Gen X, the most educated generation next to Millennials, are the most critical of the value of education, academic, professional, or otherwise, in general.
Boomers and Gen X value expertise and mutual respect.
?? Millennials prefer collaborative and one-on-one training — i.e., classroom-style training.
Millennials are empowered by proactivity and flexible plans.
?? Gen Z, strongly prefers on-demand and hands-on learning.
Gen Z values respect, flexibility, and proactiveness, but also highly endorses kindness.
?? Finally researchers conclude that if organizations want the greatest reward for their investment, focus on defining moments. Organizations, their leaders, and their employees will need to bolster their resilience if they want to keep pace with a world that will continue to defy expectations. Not all employee investment strategies are created equally. One size-fits-all development programs, for example, are doomed to fail. For development strategies to be successful, leaders and their providers need to show up with expertise, empathy, and flexibility.
?? ???? ???????????????? ????????: This brilliant research demonstrates that organizations must pay attention to the crucial "moment" in employees' career development and these moments have a direct impact on employee experience. The three qualities that leaders must demonstrate to all generations of employees, namely expertise, empathy, and flexibility, are also very interesting.
Thank you ?? Keystone Partners researchers team for these insightful findings:
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Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
11 个月Great share Nicolas BEHBAHANI. ??♂? My believe the best development strategy for maximizing employee experience involves recognizing that career transitions are transactional, yet profoundly impactful can give you 2M. ?? Transforming a positive experience into not just 2M (Moments that Matter) but transcending it into 4M (Magical & Meaningful Moments that Matter) necessitates embedding ?? Employee Career as an EVP (Employee Value Proposition) within the company's culture & together working on it religiously.
Senior Managing Director
11 个月Nicolas BEHBAHANI Very Informative. Thank you for sharing.
??????????????????????????????????????????????, ?????? ????????????????. #30plusYearsinBranding #employerbranding #HR #talentacquisition #employeeexperience #recruiting #GoodWHYbrations? #gerneperDu
11 个月Melanie
Lead consultant in HR Strategy & Value Management. Enhancing Value through Human Performance. Delivery of Equality, Diversity & Inclusion Training. Lecturer and International Speaker on HRM and Value Management.
11 个月Again an interesting article Nicolas BEHBAHANI. When I was in the military, those moving into management positions undertook management and leadership training at the time of their promotion (three levels - Junior, Intermediate and Advanced) - providing the necessary level of training at the right time. However, how did those people, who were getting promoted, advance to a position whereby they were ready to take that next step? The answer, they were treated as though they were already in the next rank up but 'under training'. Another words, they were encouraged to take on some of the responsibilities of someone in the next rank up and were provided with the mentoring and coaching necessary for them to succeed. This also provided them with interesting and meaningful work. In my view, development should be ongoing with a view to preparing people to move forward in their career - not just provided when they reach a stage whereby they are being promoted or move into a new position. My view - having worked for an employer who fostered a strategy of continuous learning and development. Thank you for sharing Nicolas.
Speaker, Author, Professor, Thought Partner on Human Capability (talent, leadership, organization, HR)
11 个月Nicolas BEHBAHANI Thank you for sharing this research even while traveling with other responsibilities. Again and again your research confirms experiences I have had but not studied as rigorously. When working with a company building a training center and learning system, we proposed that individuals were more open to learning in the first few (e.g., 6) months of a new assignment, or career promotion where new skills were required. So we worked to focus on the skills required by career stage or ladder and to make sure to invite those moving up the ladder to the development while they were more open to learning. It "seemed" to work and training had more relevance and impact. Now, along comes this wonderful research to confirm the moment that matter (a term from SAS airlines some time ago) as central to the impact of training. Also, identifying the "core" (we call it leadership "code") skills that all leaders must master. Thanks for sharing.