Employer Strategies

Professional Development

Professional Development

Often times employees want to develop and grow in their careers but lack the opportunity for training and development. Learning new skills takes time and resources, both of which are scarce for individuals that are already juggling the demands of family and work, sometimes even at multiple jobs. By offering training and growth opportunities, employers foster a culture where employees feel valued and they are often repaid in loyalty and dedication. Explore the case studies below to see how area companies are finding creative ways to help their employees develop professionally.

Strategy: Build employees’ skillset
How employers can help:
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You could see the return on investment, which is dedicated employees—the majority of whom were willing to take the next step and go on to these careers full force—earning additional dollars, setting an example for their peers with hard work and dedication and study—and launch into a whole new career.
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Nobody should be in the same position as a busser or runner for a long period of time. People are encouraged to ask for training and apply to other positions. There were over 30 employees promoted in just five of our venues, that’s 30 success stories, who are no longer in entry-level positions, who have gone onto salaries and benefits.
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Every manager has someone they work with and move to the next level. This not only helps the mentee, it changes the role of the manager from disciplinarian to educator and mentor.
Strategy: Prioritize career development
How employers can help:
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Look and see what resources are out there, like county college offerings. If I was talking to another nonprofit, I’d say look to your partners to see what professional developments they offer that can be brought in for minimal cost.
Strategy: Broaden internship programs to attract diverse perspectives
How employers can help:
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A lot of these students don’t even dream that this is a possibility for them, and the confidence they gain is life-changing. One of our students supported his family by waiting tables through college, and now he’s in his second term as intern. He’ll blow you away, he’s the consummate professional.
Every manager will be required at Landmark to have a mentee. Nobody should be in the same position as a busser or runner for a long period of time. There should be ladders within the company that allow employees to progress. – Chief Operating Officer, Hospitality Business
It is more important than ever that businesses and organizations invest in their team and in the capacity of their workforce to deliver on their mission. And not just on a professional level—we have to take a whole person approach to how we support our team members. This increases moral productivity and most importantly, it increases retention. As business leaders, we know that it’s enormously expensive—upwards of 20% of a salary—to go out recruit and train and onboard new employees. – Chief Executive Officer, Financial Services company
Managers in our company are instructed that if we see potential in an employee, to encourage that potential, and to pay for classes if they choose to take further education. – Chief Operating Officer, Hospitality Business
Professional Development
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