Supporting Career Everests

4 issues that impede development and leadership in the workplace

Professional development has evolved beyond annual reviews, growing into a consistent, year-round investment in career goals. This new expectation requires employees to truly understand what each employee values in their career and their workplace. There are four issues that typically hinder development and leadership in the workplace.  
 

2. Disengagement: This past year, a Gallup Poll showed that more than half of all workers identify as “not engaged,” meaning they do the bare minimum to scrape by at their job and would quickly leave their jobs if they received a better offer. If more than half of the workforce is doing the bare minimum and has one foot out the door, businesses experience a lack of profits and growth, not to mention a negative impact on company culture. 
 
4. Career Vision: In a recent report from Bridge by Instructure, more than half of employees did not have a clear, long-term vision for their career; they lacked clear, achievable goals and only 15% of them were confident in their progress towards their ultimate career goal or “Career Everest.” 

These obstacles cannot be solved all at once. They are pervasive, widespread issues that span entire companies and industries. But businesses can take steps to make the path to success clear. If employees have a clear idea of what they want out of their work life and, more importantly, how they are going to achieve it, they will be happier, more driven employees, more likely to stay at their job, remain engaged, and participate in mentorship opportunities. 

Often, achieving those career goals requires persistent interpersonal and professional growth and education, which employers can encourage through “purpose-driven learning.” All learning, from management skills to new pieces of software, should be applicable to employees at all levels and from all backgrounds, whether they are just starting out or have been with the company for years. They should be able to see its value and applications across the board and recognize it for what it is: an investment in them and their continued success.  

The best thing managers can do for their employees is to encourage them to drive their own development. Employees in today’s workforce want to be in charge of their own futures, and they are in need of the support of their employers. When companies encourage relevant, timely, on-the-job education and more autonomy from their employees, employees have more opportunities to grow and more room to succeed. 

On an individual level, business should create the opportunity for employees to connect with mentors - many if needed - to enable them to progress along their career journey and to learn from experts along the way. People benefit from regular honest conversations, no matter how short. That honesty will help them learn from their mistakes, create a safe environment where they can discuss their career goals and aspirations, and learn from someone with more experience. It leads to more empathetic, communicative, adaptive leaders down the line, and a better company as a result. 

Ultimately, supporting career development should be at the heart of every broader decision made within a company. When employees’ wellbeing and futures are truly valued, the workforce as a whole is more productive and engaged, and company culture has the opportunity to flourish. 

Troy Anderson is Senior Director of Talent Management at Instructure. The company helps people grow from the first day of school to the last day of work. More than 30 million people use its Canvas Learning Management Platform for schools and the Bridge Employee Development Platform for businesses. Visit www.instructure.com/ Connect Troy Anderson Follow @Instructure