How to create conditions for the development of employees and retain the best

It would seem that the most comfortable and natural way to build a career - is the development within the company. However, employees often easier to enter the labor market than to get a promotion in the company. As a result, the company is losing loyal and talented employees, and has to spend time and money to replace it. We understand why this is happening and how to create the company a favorable environment for development.

Of course, there are situations where the employee simply lost motivation and is not ready to continue working in the current company. But this is a different case.

Why is the employee who copes well with its tasks and has the potential for growth, is leaving the company?

Surprisingly, there is still a lot of companies, where transitions are not welcome inside, and even bans on poaching employees between departments. Top "skill" - when it is attached to the policy level. As a result, department heads are trying to avoid conflict situationsAnd employees simply do not have opportunities for advancement. Talented employees go, but remain those who cling to its place - often due to the inability to find the best.

In companies where there is no forms of Wednesday, the personnel department just does not place jobs in the public domain for the employees. This leads to the fact that employees learn about the vacancies only on the sites to find work or have the appearance of a new team member, that certainly leads to demotivation and best care.

Culture of secrecy greatly contribute leaders. Of course, every manager is happy that the employee performs all the tasks, and not ready to let him go. Fear is faced with having to find a new professional wins. Therefore, managers prefer to hire trained specialists from the market rather than develop their own. Under these conditions, the company does not create processes that contribute to the professional growth of employees.

Even in companies that focus on the development of people with an employee there is fear that it will not receive a new position and thus spoil the relationship with the current leader. And in fact it will look for a replacement, and he can stay out of work. It is better to start closed job search in the market and stay in the comfort zone.

In companies with a hierarchical structure CEO sometimes closes on all the questions of employees transfers. And sometimes even make decisions without the knowledge of department heads. Such an approach discourages line managers and leads to hidden conflicts within the team. Since you imposed the employee is unlikely anyone would want to build a relationship.

If you do not want to lose talented employees and let the culture of tools for internal development.

1. Secure as a value employees advancement within the company, and continuously supports the process.

2. Describe the business process transition for employees. Yes, it should be a step by step guide from the moment of "who to go" before the "how and who puts a job offer." It is important to make the transition easy and understandable. The process stretched on for months, resulting in a loss of motivation of the employee and his care.

3. Place the job on the internal website, in social networks, chat, make a weekly newsletter by e-mail and hang posters with the vacancies in the kitchen.

4. Enter a rule that is primarily considered internal candidates for the position. For example, during the first two weeks open position located within the company.

5. Develop a career matrix. They will help both managers (to make the right assessment) as well as other employees. For the latter, it is a landmark: the direction in which I can develop and what knowledge and skills should possess.

6. Assist in the development of: spend one-on-one meeting that together with employee career plan.

7. Implement a process of training within the company when the employee within 2-3 months carries out the tasks in his new role. In the case of achieving the result he moves to a new position. In this case, it is possible to stay in the same position, if the job was different than the present candidates, and he did not cope with the problems on a new level.

8. Develop their managers not simply as a good manager, but as coaches and mentors.

I often say that the staff are not slaves, and they always have a choice: to remain within the company or be developed into another. Sometimes the desire of managers to keep staff current role in many ways still leads to their care. It is important to always keep track of employee motivation and to build an open relationship. Yes, the employee should be able to come in and say to the head that he wants to grow. Such a relationship will help you ensure the continuity of the process and keep the best talent within the company!