The growth imperative.
People want to grow. It is part of human nature. A successful business must recognise this and enable people to try new things and stretch themselves.
Research from the CIPD shows that 25 per cent of low earners will stay in a role with good career development, while the same is true for 51 per cent of high earners.
The implications are profound – lower turnover rates, increased productivity, and the retention of personnel that the organisation has invested in and nurtured. Empowering individuals to take ownership of their growth is a catalyst for personal development and a relatively inexpensive strategy for companies.
Research from the CIPD shows that 25 per cent of low earners will stay in a role with good career development, while the same is true for 51 per cent of high earners.
The implications are profound – lower turnover rates, increased productivity, and the retention of personnel that the organisation has invested in and nurtured. Empowering individuals to take ownership of their growth is a catalyst for personal development and a relatively inexpensive strategy for companies.
Studies indicate that people thrive in environments where growth is encouraged and leave when they don’t receive support from leadership or management.
What is more, an environment that encourages development supports psychological safety.
Establishing an environment where employees are happy and growing is not a luxury. It is a necessity for modern businesses. Employees who feel they are growing become the best advocates for the company, aiding recruitment and broadening the organisation’s knowledge base.
However, employees will often need help to overcome barriers to growth. For instance, many employees may feel they do not have time to reflect on where they are now and where they want to be. Some may need help to foster curiosity that can help shine a light on new paths or areas for development.
Other employees may need to develop a growth – or elastic – mindset, where they understand they can develop their abilities. Such employees may fear failure, discouraging them from trying new things, while others will need help to grow a more diverse network.
Establishing an environment where employees are happy and growing is not a luxury. It is a necessity for modern businesses. Employees who feel they are growing become the best advocates for the company, aiding recruitment and broadening the organisation’s knowledge base.
However, employees will often need help to overcome barriers to growth. For instance, many employees may feel they do not have time to reflect on where they are now and where they want to be. Some may need help to foster curiosity that can help shine a light on new paths or areas for development.
Other employees may need to develop a growth – or elastic – mindset, where they understand they can develop their abilities. Such employees may fear failure, discouraging them from trying new things, while others will need help to grow a more diverse network.
The power umbrella.
To overcome these barriers and continue to develop, HR leaders must help their employees understand and apply the power umbrella, comprising connection, engagement and growth.
Fostering connection.
Helping employees grow means building and expanding connections and encouraging curiosity.
HR leaders should help their people to map their networks. Who are employees connected to, and how might those people contribute to their careers and well-being?
Next, HR executives can help their people build more diverse networks. Who should individuals seek out to gain cultural, intellectual, and experiential diversity?
Last, some employees may need help to find their voice and feel confident to ask questions, challenge assumptions and debate issues to develop curiosity.
Some organisations may tackle these areas through mentoring, which can help mentees and mentors. For those who take this route, both mentors and mentees must agree on the objectives and purpose. What skills or issues do they want to tackle and how will they go about doing this?
HR leaders should help their people to map their networks. Who are employees connected to, and how might those people contribute to their careers and well-being?
Next, HR executives can help their people build more diverse networks. Who should individuals seek out to gain cultural, intellectual, and experiential diversity?
Last, some employees may need help to find their voice and feel confident to ask questions, challenge assumptions and debate issues to develop curiosity.
Some organisations may tackle these areas through mentoring, which can help mentees and mentors. For those who take this route, both mentors and mentees must agree on the objectives and purpose. What skills or issues do they want to tackle and how will they go about doing this?
Driving engagement.
If employees had an hour to do what they wanted, what would they do?
Creating engagement goes beyond learning new skills or developing as a manager. It is not necessarily about completing additional work-related courses or activities.
Instead, it is about using the time to help employees become a better version of themselves.
Often, this means prioritising mental health and well-being. Wellness is paramount for strategic career growth.
Creating engagement goes beyond learning new skills or developing as a manager. It is not necessarily about completing additional work-related courses or activities.
Instead, it is about using the time to help employees become a better version of themselves.
Often, this means prioritising mental health and well-being. Wellness is paramount for strategic career growth.
HR leaders should encourage employees to understand themselves through tools like the wellness wheel to align their jobs with their priorities, values and interests.
For instance, such tools may reveal that one employee values financial security above all else, which may put finding a new challenging role into context.
Crucially, however, while activities need not be career-focused, employees must set themselves a clear objective of what they want to achieve and hold themselves accountability. Otherwise, time to reflect may instead become time to procrastinate.
Crucially, however, while activities need not be career-focused, employees must set themselves a clear objective of what they want to achieve and hold themselves accountability. Otherwise, time to reflect may instead become time to procrastinate.
Encouraging growth.
Growth is not a linear path but rather one of resilience and reflection.
Adopting a growth mindset requires individuals to step back, align their current position with their aspirations, and have honest conversations about their goals and capabilities.
It also means being able to learn from setbacks and move forward. This doesn’t mean ignoring issues or mistakes but putting things into perspective. Often, what looks important now will fade into insignificance in a year.
Last, those employees who can honestly and authentically build their personal brand often stand to succeed. What vision about themselves do they portray and how do they go about living that vision.
Adopting a growth mindset requires individuals to step back, align their current position with their aspirations, and have honest conversations about their goals and capabilities.
It also means being able to learn from setbacks and move forward. This doesn’t mean ignoring issues or mistakes but putting things into perspective. Often, what looks important now will fade into insignificance in a year.
Last, those employees who can honestly and authentically build their personal brand often stand to succeed. What vision about themselves do they portray and how do they go about living that vision.
How organisations can help.
Often, change comes from the top, so HR leaders should model the behaviour they want to see. They should promote a learning culture where employees are encouraged to seek out new opportunities, courses and learning programmes, whether formal or informal.
Moreover, HR executives can create an environment where everyone feels comfortable developing without fear of negative consequences. Open and honest conversations and the exploration of new ideas without fear of repercussions are critical to enabling employees to develop.
By addressing the barriers to growth through the power umbrella and fostering an environment of connection, engagement, and personal development, businesses can create a competitive edge while enhancing the well-being of their people.
For HR executives, the lesson is clear: encourage growth, and the dividends will be manifold.
Moreover, HR executives can create an environment where everyone feels comfortable developing without fear of negative consequences. Open and honest conversations and the exploration of new ideas without fear of repercussions are critical to enabling employees to develop.
By addressing the barriers to growth through the power umbrella and fostering an environment of connection, engagement, and personal development, businesses can create a competitive edge while enhancing the well-being of their people.
For HR executives, the lesson is clear: encourage growth, and the dividends will be manifold.
