From the second we take our first breath we are labelled and monitored. Placed against a graph. Pushed towards an assortment of figures. And sent on a continual journey of progression.
Development plans are implemented from day one. Check-ups following birth monitor advancement. In infancy our carers apply techniques to prepare us in our learning.
In succession, when we reach primary school, development plans become a large focus of our lives. As such, children are given targets to complete by the end of the hour/day/year. Records are kept for every subject.
Similarly, this process continues through to A Levels. As young adults begin to map out future careers, development plans are paramount. And, at university, where autonomy is tenfold, development programmes are still mandatory.
Why are development programmes rare when we leave academia?
Goals and plans dedicated to aid personal progression are crucial at work. You know the proverb ‘if you judge a fish by its ability to climb a tree, it will believe that it is stupid’. The same applies here. We all differ. Bennie learns differently and at a different rate to Amy. Even though they do the exact same job.
By enforcing development plans, we establish how someone works best. When we understand this we, consequently, create a highly skilled and motivated workforce.
In addition, with a career plan, employees identify positive/negative qualities. Helping employees identify and face their issues improves the company as a whole.
Furthermore, development plans place employees in a position of control. As a result, they take ownership of what they do. Work is, therefore, less of a hardship, and more of a means to reach personal goals.
Of course, employee programs only work if the company cares about personal growth. As such, without providing opportunities for development, advancement will be slow.
‘If you believe that training is expensive, it is because you do not know what ignorance costs’- Leboeuf
Companies who leave no budget for advancement schemes may see a detrimental effect.
According to Bagshaw, the
‘Dynamic people of today’s dynamic world are attracted to jobs where they can see
clear development for themselves, with opportunities spreading in all directions’.
Although this message was formed in 1996, the sentiment is unchanged.
A survey by PwC supports this. To 52% of employees from varying companies, career progression mattered most. In addition, 35% believed that excellent training/ development mattered above all else. And, 74% were ready to learn a new skill.
To see what your employees are saying about your business contact Pansensic.
We work with global organisations in a wide range of sectors. These organisations understand that the experiences of their customers/staff/stakeholders provide game-changing insights.