Is career development an ongoing conversation at your organization, or just an annual process?
Head of Security and Compliance in Software, 51 - 200 employees
When I have one-on-ones with my direct reports, their development is a constant question: What do you have to learn, and what are the challenges at the next level? I tell them, “Don't be satisfied with where you are right now. Always look for the next thing. It's not just about yourself because if you can step up to the next level, that will ultimately benefit the business as well.” They always have to connect those goals to outcomes for the business.Director of IT in Software, 201 - 500 employees
We have semi-annual and annual reviews, so at least every six months, it should be discussed. For my teams, I have it as an ongoing discussion with my managers about each employee where they are in the carrier path, what we should be working on and discuss how to help them progress and reach the next level. I have this discussion with my direct reports very often; I have a weekly meeting and, as needed, additional meetings where we discuss career progression. It is essential to understand where they see themselves and how the organization and I can help them meet their goals, so they are engaged and happy in their role.Ideally, I want their progression to be on them, i.e. I set the parameters for the next promotion, but whenever they achieve those goals/parameters, they get the promotion.
CIO in Education, 1,001 - 5,000 employees
OngoingVP of IT in Media, 201 - 500 employees
So far been an annual process...Content you might like
Community User in Software, 11 - 50 employees
organized a virtual escape room via https://www.puzzlebreak.us/ - even though his team lost it was a fun subtitue for just a "virtual happy hour"
Quarterly14%
Twice per year47%
Annually31%
Every 3 years7%
Every 5 years1%
Other (please share below)1%
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CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.Yes, we use external talent agencies often28%
Yes, we use external talent agencies rarely52%
No, we only leverage internal staff16%
Not sure, I see people come and go not sure if they are internal staff or external talent2%
884 PARTICIPANTS
Director, Global Talent Management in Manufacturing, 5,001 - 10,000 employees
Each management team budgets for tuition reimbursement/continuing education within their own budget. We do not have an overall company set budget amount.
Agree! Well said.