¿Cuál es la mejor manera de crear un programa de desarrollo profesional?

Create a platform which captures and integrates the current and future needs of both Organization and the individual potential. Being authentic in the feedforward or feedback process on what organization can offer to fulfill the employee's aspiration is the key whether it is in short term or long term. Manager will be the bridge to enable this process. It is important to inculcate this culture amongst the manager as a passion instead of a task.

It all goes down to workforce planning and development. Without a workforce planning strategy, then designing a career development program will take longer to achieve. It is important to know and understand what each person/position at the organization is doing right now and where that position and person will be going in the future at the organization.

I’m not sure there is a single “best” way to begin the process of developing your people’s career, but in my experience, a common mistake companies (and leaders) make is conflating formal “performance reviews”with career development. I believe the most practical way to begin to understand both your employees skills and aspirations is to commit to an informal, 30 minute weekly one-on-one where the only agenda is whatever your employee wants to discuss. Think of career development as a journey. Before any journey is planned, there must be a mutual understanding of why you’re traveling in the first place. Regular, informal time spent discussing their interest of the week is the first step to discovering why they want to take that journey.

Encourage employees to gain exposure to different facets of the business through cross-functional experiences. By facilitating diverse interactions, your career development program becomes a catalyst for fostering a well-rounded, adaptable workforce that can navigate the complexities of a rapidly changing business landscape.

The best way to create a career development program is to start with a clear understanding of organizational goals and employee aspirations. Tailor the program to align with both, offering a mix of training, mentorship, and skill-building opportunities. Implement regular performance assessments and feedback mechanisms to identify growth areas. Encourage continuous learning and provide resources for skill development, and foster a culture of open communication and support, allowing employees to chart their career paths within the organization.

An example I've seen before has been having employees complete an individual profile snapshot where they can share their skills and interests that might not be apparent or could be aligned with another role in the organization that is coming down the pipeline, and then sharing those profiles with leadership teams during talent review periods. I love the idea Sarala has shared on the platform that captures and integrates the current and future needs of organization and individual. Transparency is very much appreciated by employees!

🚀As an HR Business Partner, I've found that creating a successful career development program comes down to these key steps: 1️⃣ Needs Assessment: Understand the aspirations and skills of your employees. What are their career goals? What skills do they need to get there? 2️⃣ Clear Pathways: Map out career paths within your organization. Provide clarity on how employees can progress. 3️⃣ Learning & Resources: Offer training, mentorship, and resources tailored to individual needs. 4️⃣ Feedback Loop:Create a feedback culture. Regularly check in on progress and adjust the program as needed. 5️⃣ Measure Impact: Track the program's impact on retention, productivity, and career progression.

I have found the career development programs not of much use. truly I feel these programs are just good to be seen in books and to show in the processes. An actual career development plan can be chosen and hence approved and accepted by the employees themselves if they are choosing to join the company by choice and not for the sake of getting a job. If the employee chooses a particular company with a view that I want to be a part of this company coz it does "this" and I want to pursue and make my career as "this" learning things that they are offering starting from one point and then want to reach at this level attain this must mastery in the said job/rather field, then his aspirations aligns with the company's goals.Bt its other way round.

You also need to identify what the career ladder options are for each position that you have within your organization. If there are no career ladder options, work on creating that pathway so that employees understand what their options are over time in conjunction with learning their career interests and goals.

I agree with what has been written regarding workforce planning. HR has to be in sync with business development and strategy to understand the work of the future for the organization, and work to develop career paths that make sense for both employee and employer. I would add that organizations who do this well invest in their people analytics. Bring data, not anecdotes to the executive table. Help the organization understand the ROI of growing, therefore retaining, good talent.

Organizations and leaders must develop and offer career development plans that have a focus on career mobility. It is vital that it include pathways so that employees can understand the opportunities available. It is also key that mentorship be at the core of it.

Introduce a reverse mentoring component to your career development program, pairing seasoned employees with younger counterparts. This two-way knowledge exchange fosters a culture of continuous learning and provides insights into emerging trends and technologies.

it is essential for any organization to have atalent management program every one is unique with different capabilities and force which should be invested in

Career development programs have the career pathing in mind, not the career management. Career paths keep the employee's interests in mind, whereas career management is that of the company's. There is a fine balance between pathing and management, yes, but remember that it's your people who are impacting the organization and their path and success will ensure your company's success.

In my experience, a good career development program would outline different roles, levels, and what's needed for each path. It should also show how employees can switch roles or find new opportunities. It's important to share this information with employees and make sure they know what's expected for each step up the career ladder. This way, everyone can see a clear way forward.

Help communicate this pathway by having an easy to access career path that's accessible on your self-service platform. Create this document if doesn't already exist.

If they don’t already exist, trusted two-way feedback channels should be operationalized in tandem with career pathway communication strategies. This helps ensure talent teams are aligning pathways to real-time opportunities as they emerge and employees have voice in co-creation.

Facilitate peer mentorship networks where employees can share insights and experiences. By fostering peer connections, your program extends beyond traditional hierarchies, promoting a culture where employees feel comfortable seeking guidance from colleagues who have navigated similar career challenges.

Include this conversation in your quarterly or yearly performance conversation, but also use it as a driving force during your weekly one-on-ones with employees. Show them with examples where they currently are, and what steps need to be taken to close the gap.

Career development programs are continuous. Why? Because people grow, develop, and transform constantly. Support from top leadership is paramount for an effective and successful career development program at your organization. If managers need training on how to learn about career development programs, then identify and execute on training programs that will ensure that they are able to best support their employees. Making sure that employees have the tools, resources, and accommodations they need to succeed is critical in career development programs.

When it comes to having the right tools and resources, this is at the forefront of mind when we develop software to support both employees and organisations alike. Unlike the conventional approach to 360-degree feedback, often a one-time or annual event, we're finding the value of 'Pulse' style surveys that allow users and leaders to select specific behaviours they wish to develop and retest themselves over a certain period of time. Leaders can track team progress and development in real-time, enabling them to monitor and enhance performance and behavioural change successfully. It's empowering both individuals and teams to introduce specificity and accountability when measuring their leadership and growth cycle.

I agree. It is very important that managers who have these conversations, are also trained to explain the levels, expectations and requirements to their people. Without management aligned, this will be 'something of HR' and will never become a company success.

Needs change across the board when it comes to employee development and business needs. There should be constant evaluation and measuring of performance, and fine-tune changes if a career development program is not as effective as it should be. Always make sure to recognize and reward employees for their efforts, even if it is for a smaller project or task.

Use your quarterly or annual employee survey to determine the success of the development program's implementation, and use this data to continue monitoring its performance.

Celebrate the wins both big and small when it comes to employees and their efforts and contributions. Remember that people appreciate recognition differently. Some may want a bonus or merit increase, while others may want more work flexibility. Celebrating wins helps to build more trust and fosters more meaningful company cultures.

Career development and mobility are often so ubiquitous that everyone assumes someone else is driving it. The key to a career and mobility culture is to design an org structure with a single team or person with the single purpose of driving and measuring mobility.

This may be a bit old fashioned, but I very much believe in learning by doing, trying things out and taking small steps forward. 70-20-10 learning principle, identifying the very core skills and competences (not too many) which are critical to the success of the organization and helping people finding their individual learning and growth path (with some alignment with organization´s goals) is in my opinion very much needed. And then you need clear focus, or otherwise there is a risk of the "program" getting too complex and high maintenance. Long term vision, at least for the strategy period, should be in place too to ensure your program is relevant for a longer time than just one or two financial quarters.

If you’re architecting a strategy for the enterprise, you may be better off focusing attention on building a portfolio of resources and designing tools to help employees and managers build their own program. When you try and build a tailored program that will work for everyone, you run the risk of building something so general it’s a valuable use of time for very few. The key is to strike that right balance of having the right suite of available resources that people have the autonomy to construct a meaningful experience while still providing the right guidance and oversight to ensure what they build is effective and worthwhile. Too often organizations end up too far on one end of the spectrum (total autonomy or over prescriptive).

It needs two parties to make the career path and mobility work. The organization should give a clear path in the early days, and the employee should be honest about his plan ahead.