How Career Growth Can Be a Part of Employee Experience from the Beginning

BY Katie Chambers | December 19, 2023

Today’s workforce is facing a myriad of challenges, from rising education costs, a shift to remote or hybrid environments, and career paths that aren’t clearly defined. It’s becoming more and more the responsibility of leaders to help employees become their best professional selves. As a result, workers are more likely to select an employer willing to invest in their development.

Increasingly, workers say they want to grow in their jobs. How are companies designing an experience that provides a variety of career paths and development opportunities? At From Day One’s Miami conference, in a panel titled “How Career Growth Can Be a Part of Employee Experience from the Beginning,” experts discussed the most effective new educational techniques and pathways.

Rethinking Traditional Education as an Indicator of Talent

The role of higher education is changing in today's hiring environment. “Enrollment in master’s programs is down,” pointed out moderator Joe Johnson, contributor at WLRN. “It’s incredibly expensive to go to school, sometimes the salaries are not necessarily keeping up, and they’re weighing out their options,” said Amy Turner, talent operations leader and senior director at RSM US.

“What's happening is a lot of organizations are having to reevaluate what it takes to be successful in roles,” she said. Companies are taking a hard look at the value of higher education and whether those accredited employees actually bring special skills to the workplace, or if perhaps an alternative talent pool could be just as effective.

For Market Leader and EVP at Aon, Brian Bark, who recognizes that perhaps not many college students are dreaming of being insurance professionals, that talent often comes from Aon’s internship program. “I’m interested in helping these kids in college find their way after they graduate, whatever way that is,” Bark said.

“Employee growth starts in the interviews: letting them know they’re joining an organization where your entry role is important, but where you end up is more important.” Aon is also finding that four-year degrees are not necessary to many of their roles and has established an apprentice program to bring diverse talent into the workforce. “We’re taking kids who might not have ordinarily made it to college at all, giving them jobs, putting them through a two-year degree program, and then giving them full time employment after college,” Bark said.

Training and Development for a New Era

HR leaders are looking at professional development as a human-centered customer experience for employees, rather than one-off classes. “I never want to hear the word ‘training’ out of this team’s mouth ever again, we are now a CX practice, and our deliverable just happens to be learning in organizational design,” said Loren Blandon, global head of learning & growth at VMLY&R.

“We really put ourselves into the seat of being learning and experience curators, designers, and architects versus trainers,” she said. With this mindset, development becomes more about how to help people grow within the flow of work, rather than through pop-up training sessions.

In conversation moderated by Joe Johnson of WLRN, the panelists discussed how they support career growth within their workplace. 

Jackie Perez, VP, HR and corporate functions at Lennar, says that the company had experienced a turnover rate in the high 90s, until the organization established a three-day in-person orientation at company headquarters in Miami, recognizing that the moment someone joins an organization is a pivotal moment in their career journey. “We want to invest in how we immerse our associates from day one into our culture,” Perez said.

“We have large groups, 50+ associates that are all starting the same day, and they go through an experience journey. Our CEO speaks to them, and we take them to our communities, and we create that excitement that’s going to create a lasting effect.” Lennar is looking to expand this pilot program into its other new company learning centers throughout the country.

Not all successful employee engagement programs happen in-person, says Toni Banket, global head of TA, workforce development & employee branding strategy at Edwards Vacuum. Banket described her company’s online learning platform, called Coach Hub, which established long-term mentorship and short-term coaching pairings among employees. “The idea is to have someone that you trust whose opinion you value that can guide you through your journey to be successful within the work environment,” Banket said. “Continuous learning is embedded into our DNA.”

Part of continuous learning is also recognizing when more seasoned talent might need a refresher or should be shifted to another department where their abilities are more valuable. “If you have an aging skill set, we want to get everything we can out of that employee, while it's still revenue generating,” Turner said.

“It’s about having that performance management culture and those courageous conversations internally to talk about an aging skill set and the need to develop something and give them all the tools they need to be successful to embrace that.” These conversations, if handled correctly, can engender company loyalty and longevity rather than alienate older workers.

Onboarding for Organizational Success

In today’s talent marketplace, onboarding isn’t just a quick sit-down with HR to go over company policy. “Onboarding is about how you bring an individual into the organization and set them up for success in such a way to not only be a contributing member in their job, but of the overall organizational culture,” Turner said.

This engagement shouldn’t stop after an employee is no longer considered new. “Sometimes we over-index in creating this amazing experience for folks for those first weeks or the first 30 days,” Blandon says, while longer term talent is left out. “You have to continue to engage your associates at every point,” Perez agreed. It’s important to come up with creative ways to make them feel appreciated and keep them excited about the work.

One way VMLY&R accomplished this was through its “Learnfluencers” program, where expert employees deliver and facilitate workshops to others, a boon to both the employee asked to teach as well as an inspiration to those in the audience. “It almost gives them an intern-like experience as existing employees,” Blandon said.

Personal Growth for Employee Success

Ultimately, forward-thinking organizations are investing time, resources, and energy into ensuring personal career growth for their employees to drive loyalty, engagement, and organizational success. “We think about that entire employee lifecycle in terms of skill development: the skills you need to be successful in the role you’re in today, the skills you’ll need in a year, the skills you’ll need in three years, the skills you’ll need to get where you’d like to go in your career, and the skills you can take with you [if you leave],” Bark said.

“It’s all about finding people that have the right DNA to excel in these roles, and then giving them the tools and experiences and training and, and development opportunities they need to actually get there.” Turner’s motto is “hire for attitude, and train to retain.” Companies should place a higher value on a worker’s ability to learn and grow, and then provide them with the tools and network to achieve.

Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost, Honeysuckle Magazine, and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, and CBS New York.

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How Employers Are Boosting Internal Mobility and Career Development

Developing talent from within a company’s ranks simply makes a lot of sense. The benefits include greater productivity because employees are motivated to reach their goals, cost savings and time savings from the job search and onboarding processes, and increased employee satisfaction as workers feel they are valued.But as with all corporate practices, how a company puts an idea into practice makes a difference. At From Day One’s Manhattan conference, a panel of leaders spoke to the topic, “Creating Opportunity Within: How Employers Are Boosting Talent and Career Development,” sharing the thoughtful and effective ways their organizations are successfully promoting employees.The executive panel discussion featured five dynamic and creative business leaders who described their own career development and the ways they support and encourage the same for others.At Visa, the message that career development is a priority comes from the very top, says Melissa Fridman, head of people and global merchant sales & acquiring at Visa, North America. Ryan McInerney ascended to CEO in February 2023, after being prepared for this transition for two years, Fridman says. And among his first actions as chief executive was to promote others into leadership roles, which reinforced the message throughout the company that there was career mobility.Fridman described the company’s efforts as driven from the top down and intentional, and relayed how as a new CEO, McInerney blocked off a few days this year with his leadership team to discuss talent across the company. “And everybody knows that, so in advance all the businesses are spending time with their HR partners and their leadership teams talking about talent. That type of intention and knowing that we’re being deliberate about succession planning because of the robustness of those conversations, [leads to a lot of] follow up action.”But a bottom-up strategy also works. Penguin Random House adopted a growth charter a decade ago that “infiltrated through our personal development conversations and put the power back in the hands of the employee,” said Joanne Mallia-Barsati, vice president of global talent management and development. This growth and development methodology was designed to create two-way coaching conversations between a manager and employee to elicit “how people really think about their careers, how they own their careers and how they are equally responsible in thinking about their development at the company,” Mallia-Barsati said.Brent Vader, VP of HR at Verizon recognized that at a company with a large frontline employee population, internal mobility and career development might look different than at other organizations. “It was very difficult to figure out how to make the right connections, you don’t just want to post and pray and hope that someone recognizes my profile. There has to be something more deliberate,” said Vader.And so over the course of a few years, Verizon created a program called Journey Forward to map out how ambitious frontline workers can get ahead. “It encompasses everything that we’ve talked about, whether it's finding a network, making sure you have a sponsor, and understanding the right skills and experiences necessary to qualify you for that next role,” he said.The panelists spoke about the topic "Creating Opportunity Within: How Employers Are Boosting Talent and Career Development," in a session moderated by journalist Jeanhee Kim The point of the Journey Forward is to give employees a systematic approach for their development plan, as well as a plan for getting training and finding a mentor, to make it easier to scale to their next opportunity.This effort to develop talent from within is a shift from the more traditional practice of attracting new talent to companies. A tell-tale sign that a company is serious about career development is when its internal career page is as sophisticated and thoughtfully designed as its external one, said Marcus Strang, lead solutions engineer of recruitment marketing platform Clinch.“We’ve started to see a shift in the market. Companies are realizing that there’s a much better ROI in investing in internal resources like career portals, talent networks programs, where employees who already work for you can get excited about their next job with you, instead of thinking they have to leave in order to grow.”The cost-benefit analysis points in favor of career development. “If you invest so much in an employee, and then they go elsewhere, and they take all the learning and all of the investment that you've made and bring it to another company, that’s really a big-time loss,” said Rose Fass, founder and chair of leadership development consulting company FassForward.Additionally, retained employees attract talent to your company: “They’re really your best advertisement, aren’t they?” said Fass.Mallia-Barsati says Penguin’s global immersion program, which adds a global dimension to its career development efforts, has created new business opportunities as well. Spending time in a new location allows the employee to get to know the team, understand the business, build connections, and really understand the culture, she says. From this program, they’ve experienced numerous business achievements, “including new imprints created, book partnerships and acquisitions,” she said.Jeanhee Kim is an independent journalist who has worked for CoinDesk, Crain’s New York Business, Money magazine and Forbes Asia.

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Promoting Well-Being While Boosting Performance in a Changing Workforce

Who does the work and how they do it is constantly evolving. “So, how do we make our work environments still attractive? How do we still develop our employees?” asks Kami Peterson, senior director, regional HR & employee Relations, U.S., Thomson Reuters. At From Day One’s Minneapolis conference, Peterson spoke on a panel titled “Boosting Productivity in a Changing Workplace–and Workforce.”“We need to think about not just the products in which we serve our customers, but also what type of product we are delivering internally. That’s programs, that’s processes,” Peterson told moderator Megan Thompson, Special Correspondent for PBS Newshour.Whether people are working remotely or hybrid, “There’s also the high degree of reactivity that we’re seeing that pervades the workforce,” said Andrew Deutscher, founder of Regenerate. “That’s partly stemming from the overwhelming workloads that we’re all contending with.” When employees feel their workload is too big, that diminishes productivity, says Deutscher.Workers are also dealing with a digital onslaught of emails and text messages throughout the day, which distracts them from more profound work. Other factors hampering productivity are diminished resources, meaning employees are forced to do more with less, and a lack of continuity due to high turnover rates, says Deutscher.How Company Culture Impacts ProductivityCommunication is the key to creating a culture that fosters productivity, says Chad Deshler, senior VP of U.S. sales for LifeSpeak Inc. “There are two common themes that I’ve seen with organizations," he said. “One is how you communicate, and the other is how you communicate.”In today’s workplace, some employees don’t feel their employers have a sense of loyalty toward them. “If you open up that door of communication and create a level of transparency, it goes a long way, sometimes even more than what a paycheck can do for somebody,” he said.Joel Geary,  vice president of human resources, global business units & medical scientific affairs at Beckman Coulter Diagnostics, says it’s crucial for an international company to have a common culture and way of doing things that crosses borders. Beckman Coulter Diagnostics has many offices around the world, so whether you are in Dubai, Japan, India, China, Mexico, or the United States, “everyone from manufacturing to R&D to sales uses a shared language rooted in our continuous improvement business systems, a guiding force of our culture” he said.The company uses its strong culture as a recruitment tool, Geary says. “It’s a big part of how we fulfill the employee experience and deliver results,” he said.Strategies for Increasing ProductivityCarita Hibben, vice president of human resources at C.H. Robinson, says the company’s new CEO is emphasizing a new operating framework based on lean methodology. She said this means “having the discipline to hold yourself accountable to the strategy you are trying to drive.”“What we’re seeing with that from a productivity perspective is a continuous process improvement mindset, as well as elimination of waste,” she said.The executive panelists spoke about "Boosting Productivity in a Changing Workplace–and Workforce"C.H. Robinson is also going to its locations and asking desk-level employees, ‘“Where do we have the pain points in the process that we’re trying to evaluate?’” Hibben said. The company uses AI to make processes more streamlined and efficient so employees can focus on giving customers the personal attention they need.“I would encourage you as an HR individual to partner with your business to say, ‘What does this mean for your teams? And how can we think about upskilling? Or how can we think about where we shift our resources to work on things that are a value add to the customer?’” she said.Thomson Reuters recently began having learning days several times a year where employees can sign up to learn from both internal and external speakers. These skills-based sessions are where team members “gather in our new world and help move the change, or the pace of change even faster,” Peterson said. “That’s definitely made an impact on performance.”Well-being and ProductivityEmployees aren’t as productive if they try to come back to work while they are still sick, and “we also know when we’re physically healthy around our sleep, or nutrition, or movement, we’re more focused and optimized in what we’re doing,” Deutscher said.Company wellness activities that have a high impact don’t have to come with a high cost, says Geary. For example, Beckman Coulter Diagnostics’ Chaska, Minnesota, facility does a 5K walk/run annually on a workday. The production line adjusts schedule so employees who want to participate, can participate, and it’s an annual highlight.“Don’t underestimate the value of a small group of people that are very passionate about something and want to make a difference with their teams and their organization,” said Geary, referring to the program that has been valued for over 12 years now.Physical health is only part of the equation. When people are emotionally and mentally healthy, they are better equipped to deal with setbacks and challenges, not only in their personal lives but also in the workplace, says Deutscher. “We’re more creative problem solvers when we have more energy to bear,” he said.Thomson Reuters now gives employees two mental health days per year. The entire company shuts down for those two days. “Everybody asks around, ‘What are you going to do during the mental health day?’ We’re trying to create that safe space, reintroducing that it’s OK, we all need a break. 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The Role of Leadership in Promoting Workplace Belonging

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He shared an experience that took place years ago but has stuck with him ever since.When Gordon took his high school best friend, who is white, to a predominantly black space, his friend looked around at all the people who didn’t look like him and said to Gordon: “This is how you feel every day?”“His empathy clearly came through. He recognized from that experience that this wasn’t about how he was feeling,” Gordon said. “He provided a real sense of understanding.” One way to cultivate inclusive culture in a company, says Gordon, is to help employees develop empathy for each other’s unique experiences.Lydia Dishman of Fast Company, far left, moderated the panel discussion about "Fostering Workplace Belonging: Overcoming Barriers and Cultivating Inclusive Culture"Another way companies can ensure they are being inclusive, and helping employees to develop empathy for their colleagues, is to be intentional about hiring. “Put in extra effort to make sure that you are going to where those population pools are, so that you can find the great talent that you would not otherwise consider,” he said. It’s important to lay that foundation from hiring onward to increase inclusion and representation. Adding to that is tracking the numbers. Senior management will want to know if what you’re doing is working, so try to quantify your efforts. “At the end of the day, if you're not showing progress, it means you are not moving forward against the path,” Gordon said. “It also provides for accountability for the leadership and the organization.”Recognize Layered ExperiencesPanelist Lukeisha Paul, head of diversity, equity and inclusion for GroupM, experienced what it feels like not to belong. Born and raised in New York with roots in Trinidad and Venezuela, the layers of her unique experience were branded as not fitting in during college. “I found myself at a cross section of, ‘where do I fit in?’ And it was very uncomfortable,” she said. That led to her work in DEI.“I have a deep appreciation of intersectionality and the different layers of diverse dimensions that we all exhibit based on our unique lived experiences,” Paul said. “Today, that helps me because I understand that any individual can experience being the only one or the underrepresented.”One way they cultivate an inclusive culture at GroupM is to waive the four-year degree requirement and add on a program called Launchpad which teaches new hires how to be successful in the company. That helps to level the playing field, no matter what the person’s background is. Even with a good start in a company, some may find it hard to grow if you look different than other leadership or if you don’t know how to advocate for yourself. “Once you continue up the corporate ladder, you’ll see that there’s a major decrease in disparity between people of color, the more senior that you get,” she said. That’s why they offer the GroupM Career Advocacy Program, which includes masterclasses to help build understanding and skills. “We focus on how to set big goals and how to move forward,” Paul said. Another focus of the program is pairing them with senior leadership who can truly advocate for them. From these classes, they’ve seen raises and promotions and from the advocacy program they’ve seen leadership become courageous as they speak up. “They have a greater understanding of some of the hindrances that people of color actually go through,” she added.Pay Attention to Age DiversityEvery age group can bring unique and helpful perspectives to organization, says Heather Tinsley-Fix, senior advisor of financial resilience at AARP.In a previous role, she was the youngest person on a big team of leadership, lawyers, and consultants looking to negotiate a big contract renewal. “I just felt so intimidated,” she said. “Most of them were men, and they just looked right past me.” One of her takeaways from that experience was to acknowledge everyone at the table, no matter their age or how they are different from everyone else. Representation is important, including age diversity. Many companies have websites with pictures of young people, which can make it hard for older people to feel like they belong. There is some messaging out there that certain ages are “too old” for companies to hire, when that is not only not true, it’s ageism. People of all ages want to contribute and be in a job they enjoy, and as Tinsley-Fix says, every age wants to keep learning and developing soft skills that help no matter the job you’re in. “Just paying attention to that, in addition to this sort of hard skills, can really diversify your hiring pool from a perspective of age,” she said.The Pillars of DEIPanelist Marie Carasco, vice president of organization development culture and diversity at Github, was one of very few black women enrolled during her doctoral degree program. It made an already challenging experience even tougher. Representation is a baseline in belonging, she says. Then came a full circle moment. She had the opportunity to teach at the ground level. “There were a number of students that came up to me so happy that I was there. And it made me feel that I was making a difference for them.” That’s why she works in the DEI space, and at GitHub, she is helping to shepherd work around organization development, culture and diversity. The company has four pillars of DEI, says Carasco, who supports each of them. One is understanding psychological contracts, or employee expectations. If those are broken, it’s hard for the person to reach their potential in the workplace. Second is psychological safety, because if they don’t feel safe they won’t take risks. Third, having those deliberate cross-company collaborations to foster an inclusive culture. And the fourth and final pillar is leveraging employee engagement and understanding, so they can take part in helping move DEI forward. “I know we have a lot of listening systems around employee engagement,” Carasco said. “But quite rarely do we even ask an employee, do you want to participate in service to drive this work?” If companies could have those conversations and bring them in, they can help drive the very programs that can help everyone.Carrie Snider is a Phoenix-based journalist and marketing copywriter.

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