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Is career development an ongoing conversation at your organization, or just an annual process?

It needs to be an ongoing conversation. Annual reviews are too infrequent, and it has to be way more often than that. I talk about career development with my staff during every one-on-one, so I'm always in tune with where the business needs are and how we can align that with what people are trying to achieve for themselves. I'm a strong advocate for those development goals and my team members are thankful to have me moving the needle forward without them having to ask.

Anonymous Author
It needs to be an ongoing conversation. Annual reviews are too infrequent, and it has to be way more often than that. I talk about career development with my staff during every one-on-one, so I'm always in tune with where the business needs are and how we can align that with what people are trying to achieve for themselves. I'm a strong advocate for those development goals and my team members are thankful to have me moving the needle forward without them having to ask.
3 upvotes
Anonymous Author
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.
0 upvotes
Anonymous Author
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. 
0 upvotes
Anonymous Author
Ongoing
0 upvotes
Anonymous Author
So far been an annual process...
0 upvotes