Managers: Your Development Power Players

Managers have power. They can motivate, inspire and lead. They can develop the talent organizations need to remain competitive and face tomorrow’s challenges. But managers are busy people and may need guidance to fully claim their role as development partners.

“The rate of change is daunting. The pressure is on like never before. Often, we are helping managers lead, facilitate and manage continuous change. The ability to establish a relationship with an employee, let alone talk with them about career, is a challenge,” said Lynn Gauthier, vice president of human resources at Philips Healthcare, where a major career development initiative is under way.

Philips’ Career Enhancement Program is designed to educate managers and employees on the “how-tos” of career conversations and to deliver a message from senior management that they advocate this responsibility globally. The initiative was developed in response to survey scores that indicated career development is key to engage and retain the organization’s talent.

Explain the ‘Why Bother?’
Every manager knows the business reasons for developing the workforce; most corporate value statements say something about nurturing and growing talent. Talent is, and always has been, the key to remaining competitive in a rapidly changing world. But what’s in it for an individual manager? Here are four answers.

1. A manager’s job becomes easier when direct reports are performing at peak, and peak performance only occurs when people have the skills and tools to do their jobs well. Performance is enhanced when employees are challenged to stretch and learn and when the right people are in the right roles.

2. Talented employees stay engaged when they know their contributions are valued and could lead somewhere. A 2011 Aon-Hewitt global study named career opportunities as one global engagement driver, and it ranked in the top three for the past three years. However, employees too often report they don’t have candid conversations with managers about their careers. Further, they don’t think managers appreciate what they have to offer or care about their career aspirations.