Career Development Conversations Matter
Career development conversations are a must for new managers looking to create a high performing and engaged team. While most new manager training focuses on helping new managers navigate their own careers, it often neglects how to successfully help their direct reports navigate their own careers.
Pay Attention to the Career Aspirations of Others
We maintain that it is critical that new managers also pay close and regular attention to the careers of their individual team members.
Should Career Development Conversations Follow Performance Review Trends?
We know that in most high growth organizations the annual performance review is quickly on its way out, shifting toward consistent and more frequent performance conversations.
We did the research to find out.
Employee Engagement Context to Set the Stage
Let’s start by setting some context regarding employee engagement.
Why Employee Engagement Matters to New Managers
We define employee engagement as the combination of:
Why Employee Engagement Matters to the Organization
Companies with higher levels of employee engagement report:
Companies with lower levels of employee engagement report:
The Career Development Research
In a research study earlier this year, we found that employee engagement surveys should be conducted annually to foster the highest levels of employee engagement. Our study on the effectiveness of career conversations was similar. We put our philosophy to the test…
Why yes, yes they do! Results are shown below.
Applying the Career Development Research to Management Development
The research has greatly informed our new manager training programs.
What Surprised Us the Most
Surprisingly, there’s not a distinct difference between having quarterly or annual career conversations, which suggests that — from a resource and time management perspective — it’s better to have annual conversations. However, engagement spikes up sharply when moving from quarterly to monthly career conversations.
And because the difference is negligible between “more than once a month” and “once a month,” these results paint the following picture: monthly career conversations are optimal for the best engagement results.
The Bottom Line
We believe that any meaningful conversations between managers and their followers increase employee engagement by strengthening the connections between employees and their job. Frequent check-ins by managers show employees that you care about their well-being and want to do all you can to help them be successful. Keep tabs on how things are going for your team and provide relevant growth opportunities to enhance their path forward.
To learn more about how managers can best engage their top talent, download The Top 10 Most Powerful Ways to Boost Employee Engagement.
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VP of Human Resources
The Managing Virtual Teams program was extremely valuable. Your consultant/ facilitator’s fundamental knowledge of Synopsys as a company provided an incredible base to build upon while tackling the complications of managing and working with globally distributed teams. My team walked away walked away with highly useful practices and tools. It was an excellent use of our time.
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Beth A. Taylor
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I have worked with other training companies and found it to be more of a seller/buyer relationship than one of matching the right expertise to our business issues. That’s what LSA does – ask the hard questions, listen, and understand our business needs. We receive the benefit of their expertise from assistance with personal development plans to enhancing team performance, to looking at enterprise-wide challenges. It’s all about helping our business succeed as we grow. Right now, LSA is providing great ideas, a fresh approach, and valuable guidance as we develop our management team and accelerate our client relationship management results.
Director, Team Development
The Next Generation Management Development courses have helped me communicate more effectively with my peers and teammates. By utilizing effective communication techniques such as clarifying and confirming, and asking open ended questions, I have been able to clarify and understand information in situations where I would have otherwise asked limited questions and made false assumptions.
Firmware Engineering Manager
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Director, HR Business Partner
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Vice President Human Resources
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Margaret M. Mader
Vice President, Human Resources
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Fortune 500 Financial Services Company
Director of Infrastructure & Technology
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