What comes to mind when you hear the term professional development? If you are like most people, you probably thought of the last conference you attended. Or maybe it was that last half day training in the conference room with the boxed lunch and the consultant from wherever emphasizing that they aren’t going to tell you how to do your job and that you are really the expert. And if you are like most people, you sat and listened (or at least put on your best listening face), took the handouts and never thought about them again.
Most organizations and employees agree that professional development is an important part of an employee’s professional path and that it should be a priority for the organization. The scope and manner in which organizations provide the resources and opportunity for said professional development, however, vary widely. When professional development does not meet the needs of employees, this poses a problem particularly with the millennial generation that is quickly moving up the ranks. Raised in a recession and saddled with debt, this generation does not hold the same views around company loyalty as their predecessors and it is affecting the way companies focus- or not- on their staff’s professional development. As the Harvard Business Review found in a survey of 1200 employees, “Companies won’t train workers because they might leave, and workers leave because they don’t get training.” But there is a lack of understanding about this loyalty. People of any generation including Millennials will stick around in positions and organizations that invest in them and provide ample opportunities for growth.
The study also found that most employers are getting on the job training right but that the opportunity for training on additional skills is lacking along with effective mentoring and coaching, opportunities that employees- especially Millennials- value highly. When done well, professional development can make the difference between a highly motivated and skilled workforce that will stick around and a discouraged workforce that will leave, or worse still will stick around and remain discouraged.
Below is a list of five things we get wrong about professional development and how we can start to make it right.
PROBLEM- We define ‘professional development’ too narrowly
As shown in the introduction above, far too many organizations- and as a result, their employees- equate professional development with conferences and trainings. Although these are an important part of any professional development landscape, developing our teams professionally can and should include a myriad of methods and strategies
HOW TO FIX IT- Broaden our definition of professional development and encourage staff to take advantage of all of it
Other opportunities for professional development can range from mentoring to reading the latest industry publications to coaching which is becoming increasingly valuable and valued. Observations and shadowing can be especially effective in particular industries. As can opportunities for staff to facilitate trainings for others. There are online modules and webinars and countless networking events with potential to introduce staff to valuable partners. Staff can join or create a committee within or outside of the organization. They can sign up for university courses, publish articles/blogs, join a professional organization or mentor others. And so on, and so on, and so on. Be open to the many different ways staff learn and grow and support each of them along the way.
PROBLEM- Our professional development “plans” are piecemeal
Some organizations (and some professions) require a certain number of professional development hours which is where the requirements begin and end. As a result, many staff members piece together a random set of trainings and conferences without any regard for how they complement one another.
HOW TO FIX IT- Create an intentional plan for each staff member
At the beginning of each year, each staff member should work with his direct supervisor on an intentional professional development plan for the year. This should focus on the desired outcomes of the professional development, not simply partaking in it as an end in and of itself. It should be clear what staff is expected to do with the knowledge/skill gained from said professional development (e.g. sharing with other staff members and/or incorporating takeaways into the job) and how this will (if it will) be incorporated into the employee’s evaluation. Staff and their direct supervisors should be on the same page about how frequently professional development plans and learnings are discussed and potentially revised during supervision sessions.
PROBLEM- We tell our employees which professional development to take
There are far too many ways we belittle and patronize our staff, and professional development is one of them. In many cases, we tell our team members which conferences they are required to attend and when the mandatory training on whatever will be held. This not only disempowers employees but it reduces buy-in into their own professional growth.
HOW TO FIX IT- Give staff more power and voice into their own development
No one knows your employees better than they know themselves. You may be surprised how accurately some of them are able to identify their own areas of growth. It certainly won’t be all staff in all areas, in which case you, as the supervisor, may need to require certain professional development opportunities. But in most cases, it benefits everyone involved to allow staff voice in their own growth. This will not only grow them as professionals but it will send the message that you trust and respect them. Additionally, allowing staff to explore professional development opportunities that are not directly tied to the job gives them the opportunity to stretch and grow in other areas. It may even open their eyes to a skill or interest they didn’t even know they had. Do not feel restricted to design professional development plans to the current, specific tasks of each staff member. Instead, use the opportunity to encourage learning for learning’s sake and send the message that you care about your staff’s growth on a larger level.
PROBLEM- We don’t prioritize professional development
Too often we don’t provide the necessary funds and time for staff to fully take advantage of the available professional development opportunities. This is extremely short-sighted. By not investing time and money into our employee’s growth, we not only stifle that growth but we send the message that we do not believe our employees are worth investing in. This will create an environment that will send your staff- especially your strongest members- right into the arms of another organization.
HOW TO FIX IT- Invest the proper amount of time and money into professional development
I know it seems like there is never enough time or money, but there is always enough of both when the investment will yield the right amount of dividends. Trust that intentionally investing in your staff will come back to the organization in a significant way. Know that staff who believe they are valued and who continue to learn and grow are the same staff who will stick around. You don’t need me to tell you the cost- financial and timewise- that turnover causes. In the end, you will still come out ahead.
PROBLEM- We don’t model appropriately
“Do as I say and not as I do” doesn’t work for our children and it sure doesn’t work for our employees. If we tell our employees that taking the time for professional development is important but we never take the time for our own professional development, the message we are sending is that professional development is not really that important after all.
HOW TO FIX IT- Make our own professional development a priority and model how to implement it with our teams
As you have your staff share their learning from professional development with others on the team, do the same. As you tout can’t-miss professional development opportunities, take part in them. Your staff is always watching and the messages you send reverberate far louder than the words you speak. Model the importance and benefit of a robust professional development focus that is intentional, beneficial and continuous. In this way, your staff will know the value you and your organization place on them and their professional growth and development.
Professional development benefits both the employee who receives it and the organization who invests in it. Take the time to evaluate how your organization currently provides professional development opportunities and where there is room for growth. Make a commitment to invest in growth opportunities for your team and know that the benefits will far outweigh the costs. As with all things, time and money are required, but when done correctly, your organization will get back far more than the initial investment. Are you ready to make the commitment?
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