In the World of Career Development, One-Size-Fits-All Is Dead

职业发展仍然是前沿和求职者和雇主的中心,候选人希望它和公司想要提供它。但是,并非所有职业发展策略都是平等的。

Glassdoor进行了一项国家调查,找到了20位员工的福利和津贴。工作跟踪软件公司Asana获得了4.9 / 5.0的单一最高总体效益,部分介绍了它为整个团队提供执行和生命教练服务。

每个人都有个性的专业发展需求,一定规模适合所有的发展培训不会为现代员工削减它。以下是为什么个性化的职业发展对雇主和员工最适合:

盲点很难找到

对于涉及多个参与者的培训计划,教师和促进者可能没有时间或重点,以帮助每个员工找到他们的弱点或优势。当您不知道在哪里开始时,难以实现大量增长。

一对一参与是价值所在的位置。教练可以将员工指导有意义,有效的方法,以发展他们想要的技能,并提高他们想要改进的品质。他们可以诚实,并将他们的客户在他们没有看到的事情上。参与教练的人都集中在一个主要目的 - 成为他们最好的自我。

2014年国际教练联合会(ICF)study发现that 42 percent of individuals participated in a coaching relationship to optimize their individual and team work performance. Additionally, 33 percent wanted to expand their career opportunities, and 31 percent aimed to increase self-esteem and confidence.

有很多以建立一个文化来指导ts. Most importantly, it focuses on the individual. Each employee gets a more engaging experience.

People Learn Differently

Training and development courses eat up a lot of time and energy from employees. They are very common, but fail to resonate with a lot of people.

An October 2015民意调查由西方统一通信服务进行发现,200名全职员工的三分之一的调查称,目前的培训计划并不高效,另一三分之一的课程中提供的材料并不有趣或吸引。

每个人都有一个首选的学习方法和保留新信息。将一群员工迫使员工进入一个单尺寸的培训计划必将失败并留下一些人。那么答案是什么?

对每个员工的战略和个性化职业发展,以适应他们独特的学习风格,并匹配它们舒适的速度。西方统一的通信服务调查发现,47%的员工希望以自己的步伐追求培训,这就是为什么更加个性化一对一的培训经验是最好的方法。

关于员工如何更倾向于消耗内容,他们将在现场讨论和Q&A会话列出,作为一些最具吸引力的方法。教练提供了一个环境意味着当员工和教练参与对话时的现场讨论和茁壮成长。他们可以靠近需要实现的东西,并可以帮助最重要的事情之一 - 目标设置。

Goals Will Vary

目标激励人们成长,但不是每个人都分享同样的愿景。教练指导员工定义通常是每个人都是独一无二的特定的可操作的目标。公司应该确保他们与组织目标和他们的才能的愿景保持一致,但他们也应该使员工自由地制定自己的目标。

If companies set unrealistic expectations, employees may be less efficient. A study fromUniversity at Buffalo School of Management发现that even teams that had been successful in the past and had plenty of resources became less efficient after management set unrealistic expectations.

With personal coaches, employees can aim for goals that make sense to them and stay on task. What’s more, they are more likely to achieve their goals because they are held accountable to someone.

In 2015, 149 participants found in networking and business groups from the U.S. and Belgium, India, Japan, Australia, and England completed aDominican University of Californiastudy. It found that more than 70 percent of the participants who sent weekly updates to friends reported successful goal achievement, compared to just 35 percent of those who kept their goals to themselves without writing them down.

What’s the role of employers in the coach-employee relationship? They should make sure the goals being discussed align with the company goals. If they differ, ask employees about how they see their growth in the company. While you don’t want to force your own agenda on them, you do want to ensure they understand the coaching is meant to encourage their mobility within the company.

Employees like to know where they stand, and taking an interest in their career development shows that the company sees a future in which they can succeed and become a more integral part of operations. Employers should continually seek feedback and check each employee’s progress.

Development programs that involve multiple participants or that are delivered in the same way to each person leave a lot of people behind. The lack of intimacy and personalization holds employees back from making true progress. With personal coaches, employees are empowered to establish their own pace, set their own goals, and find the most effective, impactful way to learn to become their best selves.

How are you focusing on individualized career development?

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About the author:

Rahul Taparia is the founder ofMyWorkninja.,一个商业和生活教练服务,提供即时访问Top ICF教练而不合金,使专业人士和企业家能够为世界带来最佳工作。关注MyWorkninja.Twitter,Facebook, 和LinkedIn.