5 thoughts about career development conversations

Like many Gen Y (or cusp of Gen Y, as the case may be) employees, I entered the workforce looking for my next step. I distinctly remember asserting that I would work for credit unions for one year, until I had the experience needed to move on to something more exciting. You would think this personal history would have better prepared me to manage ambitious employees who want to move ahead, but… Not too long ago I asked one of our team members where she saw herself in three years. Using more polished language, she told me she would likely die of boredom first if it took three years for a next step, so we should probably set something in motion for the next 12 months.

My first reaction was to panic: This employee does not have a clearly charted career path and she hasn’t even been in her current position for two years! After giving her response some thought and considering my own experiences, I had some realizations that likely apply in career development conversations throughout our industry:

1. She was not asking for my job. It is natural for a manager to get a little nervous when an employee starts talking next steps. In reality, she was giving me a gift: If she had been gunning for my job, she wouldn’t have sought my advice. I have had bosses with jobs that I aspire to and have appreciated those who have been willing to help me develop myself to earn similar positions. I’ve felt comfortable asking for this advice because I respect where they are and believe they have something to teach. When someone asks how to get to your position, do whatever you can to help. That person probably won’t be your future boss, but in ten years, they might be a peer. If you helped them excel, you’ll have a pretty outstanding ally.
2. She was not asking for a raise. Often an employee’s request for growth is misinterpreted as a request for more money. Traditional thinking makes us believe increased compensation is always the motivator for next steps, but for many employees the opportunity to make a difference, an investment in personal or professional growth, and more flexibility are stronger motivators. So often we worry that we won’t be able afford to keep our most talented employees, but it can be surprising to learn what they really want.
3. Not every “promotion” needs to be a PROMOTION. Okay, maybe even with my attempt to change the emphasis, that doesn’t make sense. What I’m trying to say is this: While one cannot- and likely should not- restructure the org chart every time an employee wants more, there are creative ways to expand a position. Simply asking an employee what their department would look like if it was the best in the world is a great way to get ideas.Another way we have worked with individuals at Maps to elevate individuals’ roles has been through an industry scholarship program. Any employee can apply for funds to attend a credit union industry conference. We have sent employees on an International Leadership Program to Guatemala, the National Youth Involvement Board Conference, Crash events, and a customized leadership development program. When we first introduced the program, we didn’t know what interest there would be. We received applications from almost every department in the credit union and personal statements proved it wasn’t for the free travel. I’ve been amazed by the empowerment an employee feels when she knows an investment was made in her personally or when her friends envy her job because she went to a conference where she spent time with her CEO. It’s incredible to see the difference that can be made with less than $4,000 a year.
4. Keep the conversation going. If you’ve done any research on Gen Y, you’ve probably learned they think annual performance reviews are a bit silly. They want feedback in real time. This is probably true of non-Gen-Y employees, too. Who doesn’t want to hear when they’ve done a great job or when they could tweak something just a little bit to become exceptional? This advice goes beyond feedback on specific performance into general conversation about employee development, too. If I’m being honest, I have a lot of room for improvement here. That employee who told me she wants a next step in 12 months? That was probably three months ago and we haven’t directly spoken about it since. It’s easy to get caught up in the day-to-day and to put it on the employee to bring it up again. That is how employers get blind-sided by top performers who quit “out of the blue.” Keeping this conversation alive presents a huge opportunity to be an exceptional manager…..
5. Learn to let go. Be honest with employees who are ambitious about the future. If you have made the development investments over time, you have continuously challenged them to reach new heights, and now you know you have developed your employee beyond a position, help them get out of it. In a perfect world, that would mean another spot at the credit union, but that isn’t always possible. Even though it is scary to encourage someone you have invested so much in to move on, there can come a time when the best thing a manager can do is help an employee find the next step.

There it is: Five little realizations from personal experience and on the job training that I hope will help create stronger development conversations. What are the best employee development tools you have?