Career development gets failing grade from many workers

HR Magazine, Dec, 2007 by Kathy Gurchiek

There's a disconnect between the career development employers offer to employees and the career development employees want, according to a global survey of nearly 1,000 executives and managers. "Employees are clearly not benefiting from management efforts to support their careers," said Christopher Rice, chief executive officer of Blessing-White, a global consulting company in New Jersey.

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Forty-one percent of the 976 respondents said their employer's approach to career development failed to meet their personal needs, while 29 percent thought their employer's programs for career development met their needs. Nearly a third, or 30 percent, had no opinion. "There's been a major investment going on for 10 years now in such programs, but nonetheless there's a disconnect," Rice said. "Employees remain skeptical, indifferent or confused about their employer's efforts to support their personal career development. Whether it's published career paths, assessments, online resources or mentoring, employees aren't getting what they want."

Among those employees surveyed in December 2006, 57 percent have leadership responsibilities and 30 percent work in organizations employing more than 10,000 people. Thirty-three countries were represented, with 75 percent of the respondents based in the United States.

The survey found that:

* 40 percent of respondents agree that their employer is committed to helping them achieve personal career goals, vs. 30 percent who did not agree.

* 40 percent agree that their employer makes it easy to pursue lateral career moves, not just promotions, vs. 30 percent who disagree.

* 38 percent said their employer provides career development solely to "high potential" employees or specific groups of employees.

* Employees are evenly divided (36 percent vs. 36 percent) on whether talk of career development in their organization is largely for internal public relations, with few employees really benefiting.

* 44 percent of employees do not believe that their career aspirations are supported with a talent management system or initiative; 26 percent said they are supported.

* Workers 29 years old or younger are the most satisfied with their employer's approach to career development, with 50 percent agreeing that it meets their personal needs.

* Less than one-third of Generation X and baby boomer respondents were satisfied with their employer's career development efforts.

The disparate reaction among generations is not surprising, said Mary Ann Masarech, director of marketing and research for BlessingWhite. Generation Y's expectations for career development aren't as high as older workers', she observed.

"Gen Y doesn't really know what they're looking for; whatever they get is good enough," she said. "As you get older, you get more discerning."

Employers need to be aware of what employees view as helpful and unhelpful career development strategies, Rice noted. "The things that are helpful require a little more commitment from organizations," such as one-on-one coaching and career training sessions, "so [employers] are probably reticent to do them, yet they're probably very good investments."

What Employers Can Do

"While it appears many employers surely intend to support their employees' career development, they're just not scratching the itch," Rice said. "Whether it's because of poor communication or resources that don't suit employees' real needs and motivators, few employers and employees benefit."

Employers should:

* Find what employees value by talking to them about their career ambitions during performance reviews or by studying exit interviews.

* Consider their demographics.

* Be honest with employees about the program's goals, and be clear about why the program is being offered.

* Present career development in the context of a conversation, and help employees clarify what they want.

* Provide a variety of multifaceted, robust ways employees can develop their careers.

* Make career development a business priority.

A lot of unhappiness over employer career development programs is a communication issue, according to Phyllis G. Hartman, SPHR, president of PGHR Consulting, and a member of the Society for Human Resource Management's Employee Relations Special Expertise Panel. Sometimes, employers unintentionally imply that career development is a promise of promotion and in-house advancement. Employees may feel cheated if that doesn't happen, especially if they make career decisions based on that belief, she pointed out.

"Most of the time, companies [want] to provide something to retain and develop their employees," she said, but all bets are off if the economy sours or some calamity befalls the business or its industry.

KATHY GURCHIEK IS ASSOCIATE EDITOR OF HR NEWS.