We know that organisations starting with a small workforce have most of their employees taking on a wide range of duties and roles across areas outside of their traditional job description.
As the organisation grows, and employees are adjusting to their positions and working with each other, questions may start being asked about the opportunities for growth and what next career steps may look like.
Research from Hudson shows that 50 per cent of employees feel unsupported by their manager to improve their existing skills, with 43 per cent who are being "developed" claiming that the time they spend on development each month as inadequate.
Research has also shown that asking your employees what skills they believe they need to do their jobs effectively, while considering innovative ways to develop these skills will drive engagement and retention while also delivering on business strategy.
So how do you innovate your learning and development framework?
It is worth considering the 70:20:10 learning and development model which is a commonly used formula to describe the optimal source of learning . It outlines that individuals obtain 70% of their knowledge from on-the-job experiences, 20% from interactions with others, and 10% from formal learning programs.
So what gives? Are employers leaving employees to drive their own learning and development? With 76 per cent of employees having their eyes on the door, now more than ever employers need to provide a reason to stay.