Rethinking Employee Development for Real Results

In today's corporate landscape, the concept of employee development often falls short in its execution. Despite investing substantial amounts of resources and funding into development activities, many companies struggle to see tangible benefits. This discrepancy stems from a disconnect between the expectations and actions of HR leaders, managers, and employees. By uncovering these delusions and making strategic changes to our approach, we can unlock the true potential of employee development. Let's explore six key shifts that can lead to more effective and impactful development practices.

1. Radically Reduce Your Expectations:

It's crucial to acknowledge that managers and employees may not share the same level of enthusiasm or understanding when it comes to development planning. Rather than assuming that they will create high-quality development plans and actively pursue them, we should set realistic expectations. Instead of overwhelming individuals with multiple goals, encourage managers to focus on setting just one measurable, achievable development goal for each employee. By aligning expectations with what the average manager can reasonably accomplish, we lay a solid foundation for success.

2. Differentiate Your Development Investment using a Talent Philosophy:

Creating a Talent Philosophy is a pivotal step in shaping an organization's approach to talent management. By defining the relative importance of performance and behaviors, differentiating development investment, and outlining expectations for accountability and transparency, we can align managers and employees around a unified set of rules for success. Using a Talent Investment Grid (TIG), we can allocate developmental opportunities based on performance and potential. This ensures that individuals with similar levels of performance and potential receive a proportional level of investment, fostering a fair and effective development process.

3. Let Managers Set Development Goals:

While employee-led development may seem empowering, research shows that managers are better positioned to accurately assess their direct reports' development needs. Managers can leverage their insights into organizational needs and critical capabilities to create development plans that align with both individual and company goals. Employees' interests should be taken into account, but the organization's needs must take precedence to build the necessary capabilities for success.

4. Double-Down on Experiences:

Experiences are powerful drivers of development. To maximize their impact, we must shift our focus toward experiential learning. By making experiences the language for development and using it as the default approach in development planning tools, we can reshape the conversation around development. Traditional competency models often limit the emphasis on experiences, but by redefining success in terms of demonstrated experiences rather than static skills or knowledge, we can accelerate growth. Investing resources in identifying and providing meaningful developmental experiences is crucial for long-term success.

5. Create High Potential Development Plans in Talent Reviews:

Talent reviews offer a valuable opportunity to tap into collective wisdom and create robust development plans for high-potential employees. By engaging in detailed discussions about strengths, weaknesses, and ambitions, we can identify the development experiences that will best accelerate individuals' career growth. This collective decision-making process helps surface new development ideas and minimizes biases. Recording the development commitment made during talent reviews and revisiting it in subsequent meetings enhances accountability and ensures follow-through.

6. Make Managers Accountable for Development:

To overcome the common challenge of good intentions falling prey to busy schedules, we must establish clear accountability for development. Managers should bear the responsibility of ensuring their team members' development, both for their current roles and potential future positions. The completion of development experiences should be assessed, and managers should be held accountable for this outcome. Linking career consequences to development outcomes reinforces the importance of growth and provides tangible incentives for managers to prioritize development initiatives.

Employee development is a critical investment that drives organizational success and employee engagement. However, to bridge the gap between concept and execution, we must align our practices with corporate reality. By setting realistic expectations, implementing a Talent Philosophy