Career Conversations

Chapter 1 The case for proactive career development

‘It is never too late to be what you might have been.'

George Eliot

The impact on labour markets of demographic changes, together with emerging skill shortages and the rise of talent management initiatives, has prompted organisations to consider innovative attraction and retention strategies. In recent times succession management has become an organisational priority. Indeed, it is now high on the agenda of many organisational boards as well as a key performance indicator (KPI) for chief executives. These labour market trends have placed new importance on employment relationships and leadership, and have combined to profoundly affect career development for individuals and organisations.

It is broadly recognised today that leaders need to truly ‘connect' with their employees in order to understand and support their professional and personal needs, recognising how these may change over time.

Effective leaders demonstrate authenticity in spades. They build trusted relationships by being open about their position while assisting others to be open about theirs. They appreciate and respect differing points of view and follow through on their commitments. Role modelling these behaviours is key to fostering connection and quality relationships. Employees should feel they can turn to you, as their leader, for objective career advice, and know it will always be in their best interests to do so.

Trust is the great enabler of learning. ...