It's about a 2 min. read.
The data could well make the case for more organizations turning to learning and development (L&D) to build the workforce they need to succeed. This “build or buy” conundrum is at the center of talent acquisition today — and the LinkedIn data acknowledges the benefits of lateral moves. Top performers, in fact, may jump ship if they are not given the opportunity to broaden their horizons via either promotions or lateral moves, experts previously told HR Dive.
But for L&D to bring a company success, an employer can no longer get away with bare-bones training. This form of L&D, sometimes called “breadcrumbing,” gives employees only basic training that will likely drive up turnover. “To avoid breadcrumbing, you need to have consistent and intentional conversations with your employees to understand how they are feeling, what they are learning and where they want to be in their careers,” Joyce Durst, CEO of Growth Acceleration Partners, previously told HR Dive. “Listen to your employees and give them the freedom to design their unique career path.”
A Gallup State of the Global Workplace report found that employers invest $18 million in employee engagement, while only 15% of workers worldwide reported being engaged. However, employers can use key “psychological benefits” — as defined by Chadwick Martin Bailey — to build better work experiences. Those benefits include: functional and personal benefits, emotional benefits, and social and cultural identity. By recognizing these aspects of engagement, employers can approach the lack of engagement strategically and allocate their resources to more effective tactics.