Best in class organisations around the globe are redefining their development programmes to adapt themselves to globalisation, emerging communication technologies and growing specialisation.
Recent research conducted by the Top Employers Institute and independent consultancy FCTB within all the organisations certified as Top Employers around the world has found that they intensify the use of practices to guarantee employee engagement and development.
This research also shows that general career planning is being replaced by a more personalised approach, which highlights individual development needs, established jointly by employer and employee, with accuracy. So that talent can develop quickly, the employee takes control to define his own progression within the organisation and the internal succession rate grows steadily.
Fifty-five organisations certified as Top Employers 2014 in Spain have more and more practices to support their employees’ career development. Hundred percent of these organisations have defined competences for executive, professional and managerial levels. Moreover, 95% notify Key Performance Indicators about training and development to the executive management.
Organisations offer their employees development practices like leadership programmes (96% of the companies), specific training (100%), general training (100%) and top performers’ management (96%).
Other trends were also found, such as a growing emphasis on the appraisal of career development practices, and the active involvement of senior executives.
The Top Employers in Spain have put in place many developmental best practices. For example, Altadis has personalised career planning, corporate universities (Samsung, Thales, Orange, Abbott or Ferrovial) and training programmes for future leaders, designed by Zurich.
Electrolux is a good example of personalised development. Each employee controls his own plan. This company offers its employees the programme "It All Starts With You" so they can design their career planning with the resources provided by the company and the process is formalised through a Personal Development Plan. First of all, each employee should describe his strengths and improvement areas; afterwards, he reviews his current satisfaction with the job and finally analyses his personal motivations. The company highlights that they have achieved a stronger employee engagement with this programme.
Schindler is another good example. This company has in place the development programme Eleva-te, which has been used to assess approximately 600 managers and professionals in Spain. Moreover, they have developed initiatives to reduce the gaps between competency levels and job profiles with this programme, and finally they have designed individual development plans for high performers.
Companies have put all of these talent development practices in place to deal with the transformations businesses are currently experiencing. The world of work is changing quickly; operating with projects is becoming the standard and a growing specialisation is required. Organisations are adapting and redefining their approach to work, allowing careers to become more flexible. Companies have become aware that they need to modify their work conditions in order to engage the talent required for the job.
Do you have personalised development programmes in your organisation? Can you explain to us the best practices you have put in place? We’d love to hear about them. Leave a comment or tweet us.
