People - Learning & Development (Career Development)

Question 1

An organization has been analyzing annual employee surveys to understand how to better retain workers given career development trends showing that more and more employees expect to change careers multiple times. Which would be the best program to incentivize employees interested in future career changes to stay with the organization for a longer period of time?

Answer 1

Job Rotation

By using a job rotation program, an organization could allow employees to explore different career paths without leaving the organization to do so. Apprenticeships are more geared toward training technical skills, which may not work to expose employees to new career opportunities. Dual career ladders can provide a meaningful career path for employees uninterested in becoming a supervisor or manager but would likely keep employees within the same general career field without giving them the opportunity to explore other possibilities. Job enrichment adds planning and management duties to employees’ current positions; it does not necessarily give them the ability to explore other opportunities.

Question 2

The HR director of a relatively small organization is looking into the possibility of implementing a dual career ladder in order to enhance the internal mobility of employees. Which disadvantage of dual career ladders should the HR director consider before deciding whether or not to implement the program?

Answer 2

Potential effectiveness of the program due to the organization’s size

While each option may be a drawback that occurs with dual career ladders, the program may be entirely ineffective if the organization is too small or too revenue-restricted to successfully implement it. Resistance, resentment, and sheltering of low-performing managers can all be addressed and mitigated when rolling out the program.

Question 3

Which option is an example of what leaders should do to establish a culture that fosters career development?

Answer 3

Place value on and reward managers and supervisors who help employees with career planning.

By placing value on and rewarding managers who help employees with career planning, leaders can help encourage a positive outlook and create importance around career development. While career development can assist with retention, it is a separate aspect of the business and should be treated separately. Hiring solely from internal sources, regardless of qualifications, may damage organizational performance. Leaders’ own individual development plans wouldn’t necessarily illustrate the importance of regular employees creating one and may contain personal or confidential information unfit for sharing with the larger audience.