Learning and development (L&D) is usually exclusively about business priorities. However, a new L&D trend focusing on career progression puts employees front and centre. Helping people develop their careers is good for wellbeing, supports retention and makes good business sense. And this month is the perfect time to give it a go.
September is ‘Have a go’ month, the annual skills bonanza that encourages adult learners to break out of their comfort zone, blow the dust off New Year’s resolutions, and do what it takes to get where they want to be.
Have a go month is part of the broader festival of learning campaign, described as the biggest celebration of lifelong learning in England. The campaign supports adults who are using learning to transform their lives and is backed by the Learning and Work Institute with support from the Department for Education and other partners.
What are the top 5 L&D focus areas in 2024?
Often, in a typical workplace training course, individuals may only be there because they’ve been signed up by their line manager. In a virtual session – camera off, feet up, and munching lunch – they may not be fully present. At Working Voices, our trainers are skilled in helping people step out of their comfort zone and engage with something new.
Individuals particularly engage with learning when they choose a course themselves, perhaps one that supports their long-term career objectives. Companies that offer self-selected training give their people a purpose-driven benefit that’s motivating and fulfilling.
This is an easy win in terms of morale – which is why businesses are discovering the value of helping people meet their long-term goals. In 2023, LinkedIn’s list of L&D focus areas included helping employees develop their careers, which appeared in ninth place. A year later it had climbed up to fourth:
Top 5 L&D focus areas for 2024 (from LinkedIn’s Workplace Learning Report, 2024)
- Aligning learning programmes to business goals
- Upskilling employees
- Creating a culture of learning
- Helping employees develop their careers
- Improving employee retention
Helping people develop their careers supports morale which in turn encourages them to stay. LinkedIn’s 2024 report suggests that providing learning opportunities is the number one retention strategy.
In an earlier Workplace Learning Report, LinkedIn found that 94% of employees said they would stay at a company longer if it invested in their career development. A survey by BetterBuys found that retention rates are 34% higher at companies that offer opportunities for professional development.
What’s the best form of workplace learning for individuals?
Traditionally, workplace learning always took place in the classroom. Since Covid, there has been a sharp rise in online webinars, though at Working Voices we advocate blended learning – training courses that consist of a mix of face-to-face and virtual sessions.
Which is better, instructor-led training or online alternatives? Classroom learning is perhaps more effective, though virtual can be easier logistically. Ultimately, it comes down to what you’re looking for.
For individuals who are choosing a course for themselves, by far the best option is e-learning. Whereas most training, whether classroom or virtual, is a live session designed for a group of people, pre-recorded e-learning courses offer 24/7 any-time-anywhere capability. E-Learning platforms such as Learnflix suit solo learning and are cost-effective, measurable and beneficial.
What are the best ways of supporting career progression?
Traditionally, companies supported career development through promotion. This however only benefits a token few individuals in any one year, with everyone having to wait perhaps two or three years or more for their turn to come round again. Regular promotion is comparatively slow and only possible in the largest organisations.
What options are there for career progression, other than promotion? Helen Tupper and Sarah Ellis, co-authors of Sunday Times bestsellers Squiggly Careers and You Coach You, worked with 15 organisations and more than 7,000 employees to find alternative ways to increase career development opportunities. They developed options, paraphrased here:
1. Talent over Titles
People find it easier to switch jobs internally when new roles allow for transferable skills. Job descriptions that require candidates to tick boxes could be updated to include a commitment to skills-based hiring. By placing greater emphasis on transferable skills and potential, more people will feel encouraged to apply for a role.
An experiment to this effect at Specsavers saw a 35% increase in internal applications over a six-month period. This led Specsavers to adopt the changes to internal job descriptions as standard.
2. Squiggly stories
Careers rarely follow a long-held plan, success doesn’t have to be regarded as ladder-like progression. Stories of non-linear development can be shared and celebrated in a way that encourages others to reshape their own traditional views of success and career progression
At Danske Bank, a member of the board shared their squiggly stories at an event for more than 100 attendees. Additional stories were later posted on the company’s intranet. Following an internal Danske survey, 97% of respondents said the stories had shifted their view on what success looked like.
3. Career safaris
Traditionally, career moves are loaded with uncertainty and concern, particularly when people are aiming to change direction. Fear and doubt about switching to something new can sometimes hold someone back. This sense of feeling overwhelmed can be broken by trying out a new role temporarily, as part of personal research rather than as a permanent decision.
In an experiment at Welsh Water, temporary try-outs allowed people to experience a new department for an average length of five days. Known as ‘career safaris’, 95% of survey respondents felt they prepared people for future roles.
4. Move mentoring
An individual thinking about skills, progression, and new opportunities might want to talk to someone other than their line manager. A mentor who is a step removed from the employee’s role might be easier to talk to in a safe and open way. They might be more likely than a manager to help the individual feel confident in thinking about the future.
At NHS Property Services, 46 employees completed an experimental programme that combined mentoring with career development. Of these, 26% subsequently applied for an internal role following discussions with a mentor.
Developing a culture of encouragement
Support for employees’ career development is a morale-boosting investment in the workforce. A culture of encouragement relieves the frustration that could otherwise build up among people who feel overlooked.
Opportunities to have a go at new things, or at least discuss them in a safe and supportive way, encourage personal autonomy. When people feel that they have the freedom to develop, they are more likely to stay.
A culture of encouragement not only supports morale and retention but is also an essential component of wellbeing. Wellbeing typically involves apps and job perks, that only a handful of employees sign up to. By encouraging respect, trust, psychological safety, and belonging, businesses can build a culture of social wellbeing, leading to better team engagement and stronger productivity. In have a go month, there’s plenty of opportunity for a rethink – for both individuals and their employers.
