REAL RESEARCH: BUILDING A CULTURE OF DEVELOPMENT

by Vivienne Liu

Research & Development Specialist

vivienne@pace-od.com

Recent research shows employees increasingly demanding more learning and development opportunities, as well as dynamic career progression:

The “ability to learn and progress” is the key driver of a company’s employment brand amongst Millennials(Deloitte University Press, 2017)

53% of Gen Y professionals say they are afraid or very afraid of being stuck with no development opportunities (Universum, 2017)

47% of Gen X professionals say they are afraid or very afraid of being stuck with no development opportunities (Universum, 2017)

Given the high demand for such opportunities, it is not surprising that most organisations are increasing their investments in employee development (CGS, 2017). Unfortunately, despite these efforts and investments, learning and development remains one of the key challenges organisations face (Deloitte University Press, 2015, 2016, 2017). Amongst others, one key reason for the ineffectiveness observed is the failure to build a culture of development, where employees are interested in and take charge of their own holistic development.

While many organisations focus on the hard factors of OD (process, system, structure, and strategy) in their attempt to drive such a culture, they often overlook the soft factors that are equally, if not more, important:

Leadership

A culture of development begins with the leaders. In addition to being the key decision makers in allocating resources to support L&D initiatives, leaders play the key role of being role models. Leaders must first set aside time and resources to invest into their own personal and professional development.

People

To be able to live out a shared culture of development, individuals within the organisation must be equipped with the relevant attitude, knowledge, and skills. Each individual should have a mindset of continuous growth and a sense of responsibility for their own development. People managers and leaders should be prepared to mentor and coach their team in career planning and personal development.

Performance

What gets measured gets done and what gets rewarded gets done more. For development to be pursued, it has to be recognised, valued and rewarded. People managers and leaders should actively look out for opportunities to formally and informally honour their team’s efforts in seeking development.

What other trends have you noticed, or are already experiencing yourself? We would love to hear from you at connect@pace-od.com!

Sources:

  • CGS (2017). CGS 2017 enterprising learning annual report: Corporate learning trends, observations, and predictions.
  • Deloitte University Press (2015). Global human capital trends 2015: Leading in the new world of work.
  • Deloitte University Press (2016). Global human capital trends 2016: The new organization, different by design.
  • Deloitte University Press (2017). Global human capital trends 2017: Rewriting the rules for the digital age. Universum (2017). Brave new workplace.