Page 201 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

188B RE-ENGAGE

Rx: Many managers are reluctant to “let go” of valued em-
ployees when those employees get restless and want to
explore career growth options in other units. Senior lead-
ers must make it absolutely clear that managers do not
“own” the “talent” and that “talent hoarding” is unac-
ceptable. By the same token, managers who do encour-
age employee growth and allow free movement must be
recognized for doing so.
: As managers take on more direct reports, their spans
of control increase, leaving them less time to meet with
employees to discuss job enrichment and developmental
issues.
Rx: Provide employees with career planning software and
workshops so they can gain a better understanding of
their strengths and interests, develop a list of realistic ca-
reer options, and be more prepared for discussions with
their managers; introduce (or expand current) mentoring
programs; provide managers with a “tool kit” of work-
sheets and software for conducting career discussions
along with supplemental training in how to use them.
: If the pace of company growth begins to slow, new job
roles and opportunities may decrease.
Rx: Keep the emphasis on continually learning and using
new skills in the current job role; explore job swapping
where appropriate; keep employees up-to-date on com-
pany plans to spur new growth.

: WHO’S RESPONSIBLE FOR JOB ENRICHMENT AND
PROFESSIONAL GROWTH?

Certainly the individual bears responsibility for performing well
enough to deserve being developed, for making his or her career as-
pirations known, for seeking new challenges when the work becomes