By freeing us from some tasks, we can focus more on the human dimension of each employee, offering them a perspective on career and personal growth. Thus, the concept of “best place to grow” emerges, illustrating how organizations should approach the development of their people.
The well-being of employees remains a challenge for human resources professionals, and it is an absolute truth that “each person is an individual”. Even in a work context, this personalized approach should be nurtured—from the interview, through onboarding, and especially during an employee’s journey. But where to start? Perhaps with the easiest and most obvious, which is the career prospects that exist in each organization.
What’s best for the employees will be best for the company, with professional and personal development carrying undeniable importance. Therefore, in all sectors, but especially in those recognized for promoting good practices, it is crucial to conduct an analysis and look inward: if there are resources for projects of immense complexity and value, shouldn’t there be resources to develop employees? This means that an organization’s growth culture cannot be limited to seeking more business, as people also matter—a lot!
Continuous improvement cannot be an abstract concept. Training, whether technical or in areas of interest to employees, will always be beneficial, and today, e-learning presents an option within reach for organizations, which shortens distances, maximizes time, and bridges other realities, since it’s possible to enjoy programs from international institutions committed to meeting this challenge with more offerings.
A career perspective and the development of people are non-negotiable conditions at the “best place to grow”, a work ideal that we should pay more and more attention to. But we should not overlook the importance of other tools to reinforce the culture of organizations, such as mentoring, which involves tapping into more experienced individuals who, in a practical way, can help colleagues with challenges, difficulties, when they need guidance on certain aspects of their professional life or even when celebrating successes. Having someone who may not be nearby and could be from another area and/or project, with different viewpoints, can be beneficial.
Performance evaluation is unavoidable and must exist for two reasons: to recognize the path each employee is taking within the organization and to identify where there are development needs. This component will always be important, but it must be more incisive at the early stages of a career to obtain maximum feedback and contribute to significant progression leaps.
In the same vein, from intern to manager, there should be a feed forward evaluation, i.e., looking ahead to the next few years, to upcoming challenges. Therefore, we should not be confined by age. Because at the “best place to grow” everyone counts and everyone should have a plan to grow and continue to develop skills.
On this journey towards success, there is a parallel world of opportunities, with technology having the capability to free us from some functions. For instance, Artificial Intelligence can automate 50% of tasks and reduce the workday by 70%. Let us use this opportunity to focus more on our people, on their well-being, both inside and outside the organizations, so that we can create a more productive, committed, and happy workforce.
Ana Sofia Pardalejo
Head of People Management at Askblue