In today's competitive world, everyone is becoming more career-oriented and work-oriented. Therefore, a person must carefully choose their path through education and even more carefully select the place to work. The main goal of joining a good company is to grow with the company and work for oneself as well as for the company's growth. Therefore, it is now the company's responsibility to take care of its employees.
Questions on Employee Growth and Development
So, my questions are:
1. "How can a company contribute towards the growth of every individual working with the company?"
2. "What different programs can be implemented for the benefit of employees concerning their future?"
Kindly provide me with suggestions as I am part of the employer team responsible for designing a new program for all employees for their future benefits with the company.
Regards,
Nishtha.
From India, Aurangabad
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Questions on Employee Growth and Development
So, my questions are:
1. "How can a company contribute towards the growth of every individual working with the company?"
2. "What different programs can be implemented for the benefit of employees concerning their future?"
Kindly provide me with suggestions as I am part of the employer team responsible for designing a new program for all employees for their future benefits with the company.
Regards,
Nishtha.
From India, Aurangabad
Acknowledge(0)Amend(0)
Models of Thinking in Career Development
There are two models of thinking:
• You are hired on a fixed-term contract for a position. The company expects 100% results from you in this position. The onus is on you to acquire new skills and progress. They will not discriminate against you when applying for any opening.
• Conventional model: As a token of loyalty, people are trained and rise through the ranks. Here, the drawback is that people place the entire responsibility for their career on the employer, which is incorrect. Secondly, remember the Peter Drucker principle: "People promote themselves to levels of incompetency."
Training Effectiveness and Its Challenges
ISO 10015 suggests that 88% of trainings turn out to be failures. Two aspects need focus: TNA and ROI.
Perspectives on Training
Take trainings from two perspectives:
• One, to perform the current job at over 100%. This is crucial as we are paying someone for a job that needs to be done effectively.
• Second, from a succession planning perspective. This is important for the long run.
From India, Delhi
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45There are two models of thinking:
• You are hired on a fixed-term contract for a position. The company expects 100% results from you in this position. The onus is on you to acquire new skills and progress. They will not discriminate against you when applying for any opening.
• Conventional model: As a token of loyalty, people are trained and rise through the ranks. Here, the drawback is that people place the entire responsibility for their career on the employer, which is incorrect. Secondly, remember the Peter Drucker principle: "People promote themselves to levels of incompetency."
Training Effectiveness and Its Challenges
ISO 10015 suggests that 88% of trainings turn out to be failures. Two aspects need focus: TNA and ROI.
Perspectives on Training
Take trainings from two perspectives:
• One, to perform the current job at over 100%. This is crucial as we are paying someone for a job that needs to be done effectively.
• Second, from a succession planning perspective. This is important for the long run.
From India, Delhi
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Building a Partnership in Progress
The first essential ingredient for an enduring partnership in progress between the employer and the employee is that there should be a commitment from both sides to grow together. The apparent feature of present-day employment is the absence of the feeling of 'partnership in progress' and the prevalent presence of a mere employer-employee relationship. The employee is always on the lookout for greener pastures in terms of individual progress, and the employer is intent on making the best of the employee in pursuit of profits without investing in their development. Thus, there is a trust deficit. Therefore, it is necessary for the employer to take the initiative first to build such trust.
Suggestions for Building Trust
1. The employer should explain to the employees how the company grows. A growing company alleviates the anxieties of employees about their future.
2. The employer should lay bare plans for employees' career paths. This shows that the employer is genuinely interested in their careers.
3. The employer should design programs for skills development.
4. Conducting employee engagement programs and organizational development (OD) programs can generate a sense of belonging among employees.
5. Developing a plan for the proper deployment of resources is crucial. For example, deploying someone in a project where their skills are not utilized breeds frustration, compelling employees to look for alternatives.
6. Undertaking certain family welfare programs can promote bonding between employees and the company.
The message is, "You grow. I grow, and together we grow."
Regards,
B. Saikumar
HR & Labour Law Advisor
Mumbai
From India, Mumbai
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The first essential ingredient for an enduring partnership in progress between the employer and the employee is that there should be a commitment from both sides to grow together. The apparent feature of present-day employment is the absence of the feeling of 'partnership in progress' and the prevalent presence of a mere employer-employee relationship. The employee is always on the lookout for greener pastures in terms of individual progress, and the employer is intent on making the best of the employee in pursuit of profits without investing in their development. Thus, there is a trust deficit. Therefore, it is necessary for the employer to take the initiative first to build such trust.
Suggestions for Building Trust
1. The employer should explain to the employees how the company grows. A growing company alleviates the anxieties of employees about their future.
2. The employer should lay bare plans for employees' career paths. This shows that the employer is genuinely interested in their careers.
3. The employer should design programs for skills development.
4. Conducting employee engagement programs and organizational development (OD) programs can generate a sense of belonging among employees.
5. Developing a plan for the proper deployment of resources is crucial. For example, deploying someone in a project where their skills are not utilized breeds frustration, compelling employees to look for alternatives.
6. Undertaking certain family welfare programs can promote bonding between employees and the company.
The message is, "You grow. I grow, and together we grow."
Regards,
B. Saikumar
HR & Labour Law Advisor
Mumbai
From India, Mumbai
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I think a company taking it upon itself to take care of the careers of its employees is putting the cart before the horse. Moreover, it seems to be an extension of the "mai-baap sarkar" attitude applied to the company-employee relationship. An employer is not a "malik," and an employee is not a "my-future-in-your-hands" slave.
A Healthy Work Environment
A healthy work environment means employees have the opportunity to learn, the flexibility to apply their thinking, accountability to be answerable for results, and a reward system that recognizes and rewards efficient performance, creative thinking, and initiative. This environment should be free of external factors that drain a person's initiative, such as favoritism, groupism, unnecessary processes, and bureaucracy.
The company's duty is to create such an environment - the best ones are able to do it. Employees are smart enough to take care of their careers themselves.
We actually do not need to patronize the employees by telling them, "Look, kid, be a good boy, and daddy will take care of your career."
From India, Delhi
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A Healthy Work Environment
A healthy work environment means employees have the opportunity to learn, the flexibility to apply their thinking, accountability to be answerable for results, and a reward system that recognizes and rewards efficient performance, creative thinking, and initiative. This environment should be free of external factors that drain a person's initiative, such as favoritism, groupism, unnecessary processes, and bureaucracy.
The company's duty is to create such an environment - the best ones are able to do it. Employees are smart enough to take care of their careers themselves.
We actually do not need to patronize the employees by telling them, "Look, kid, be a good boy, and daddy will take care of your career."
From India, Delhi
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Employee Development - PPT 9.ppt
Employee development plan.pdf
Employee Development Plan.doc