Challenge 1
Bring power to your people
How to put employees in the driving seat of their own career.
Challenge 1
Bring power to your people
How to put employees in the driving seat of their own career.
of employers
feel that direct managers do enough to develop the talent in their organisation.
of employees
feel they receive enough help to develop their skills.
Why the mismatch?
Mismanagement isn’t usually malicious—often, it results from too little investment in managers themselves.
At many organisations, people management isn’t recognised as a skill worth teaching beyond a couple of HR seminars. Finding and developing internal talent then becomes low priority for managers who have plenty to keep them busy. Not to mention, it can be difficult for them to actively seek out growth opportunities for talented team members they really don’t want to lose.
At the same time, employees can lack the confidence to advocate for their own development, which a distracted manager might mistake for disinterest. For HR directors, meanwhile, it can be all too easy to miss that employees are feeling stifled or underused by putting too much focus on external recruitment.
“Prioritising employee experience is essential for great talent management, and that means putting employees in the driving seat of their own career.”
Christien Gebruers, People Director at SD Worx
How to re-align for the perfect match
We asked Christien Gebruers, People Director at SD Worx
Prioritising employee experience is essential for great talent management, and that means putting employees in the driving seat of their own career. Give employees the opportunity to pro-actively and transparently share their own competencies with the rest of the organisation—and to update them, because competencies grow and evolve over time. But be sure to remember that skills are only one aspect of what a person has to offer.
The latest talent management solutions help employers to recognise an employee’s qualities and aspirations by capturing their self-reported feedback as well as comments from peers and managers. Plus, they help to increase the volume of feedback received through user-friendly interfaces and onboarding programs that encourage engagement.
3 ways to make it work
Schedule talent check-ins
Regularly discuss long-term career aspirations and skills employees want to acquire.
Offer constructive feedback
Provide action points and both short and long-term learning goals. Acknowledge all achievements, big and small.
