If you’re losing employees faster than you can hire them, take a close look at your people managers and your employee development programs. Surveys show that the top two reasons people leave jobs are their boss and the absence of employee development opportunities. And these two often go hand-in-hand.
Employee development is now a big factor when selecting an employer. For Millennials in particular, who will make up 50 percent of the global workforce by 2020, the existence of personal development opportunities has been cited as the most influential factor in accepting their current job.
The increased use of data and analytics in talent management is an important and growing trend in HR, and crafting an effective employee development program in today’s workplace requires a deeper dive into HR analytics. Data is key to pinpointing the learning solutions that will guide individual employee development.
HR technology is now more granular than ever, and newer systems can produce specific data to create individual performance profiles for employees. Employers can now customize employee development instead of applying macro programs to entire teams or organizations.
The use of data in processes such as skills mapping—the process of recognizing the specific skills, knowledge and aptitudes essential for success in a job—will ensure greater success in employee development programs.
Predictive analytics can also be used to measure individual engagement, which is not only important for customizing employee development plans but for gauging the probability of losing a high-performing employee and adjusting development plans accordingly.
The SHRM Trends article Critical Evaluation: Put Your Analytics into Action mentions that organizations should focus on building HR’s analytic capability and that “In 2016 and beyond, rising to the challenge will require HR professionals to develop their own quantitative skills and to work collaboratively with data scientists, IT staff and technology vendors. Indeed, forging strong partnerships will be key to adopting a data-driven approach to HR management.”
Beyond the technology, organizations will also need leaders who make development for their people a priority. Namely Chief People Officer Nick Sanchez encourages employee development by “helping set up managers to be effective partners to employees in their professional development.” He also ensures “there is a head of learning and development who both genuinely cares about employee development and is data-driven.”
How are you encouraging a culture of development in your organization, and how are you using technology, data and analytics to personalize the development experience for your employees?
Please join @shrmnextchat at 3 p.m. ET on September 21 for #Nextchat with special guest Namely Chief People Officer Nick Sanchez (@NamelyNick). We’ll chat about how employers are now using technology, data and analytics to guide employee development efforts.
Q1. Why is employee development so highly valued, yet so highly neglected by employers?
Q2. How do you currently collect data on employees for the purpose of building a development plan for them?
Q3. What specific data or analytics does your organization consider most important for guiding the process of employee development?
Q4. How are you using skills maps and other data to determine the development of internal candidates for promotions?
Q5. How are you using technology to encourage real-time, continuous feedback by managers for employees?
Q6. How does your organization ensure that people managers are developing employees? What tools/training do you give managers?
Q7. How can employee development efforts go wrong and why? What red flags should employers and HR look for?
Q8. What advice do you have for other HR professionals looking to establish a culture of employee development in their organizations?
If you missed this excellent and informative #Nextchat on 9/21/16, you can read all the tweets here.