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Challenge: Do You Have a Corporate Ladder?



Ah, yes, that favorite interview question that you expect your interviewees to be ready to answer if asked. And most do have an answer of some kind—after all, it's rare to go in to any situation not thinking about what it will look like in the future. Some will have more nebulous visions, while others are precise and driven. Either way, these days, few young professionals care as much about moving upward than they do about expanding their horizons outward. They'd much rather have knowledge than power, and experiences rather than experience.

This is actually good news for most companies, considering that many positions don't have advancement opportunities. If there's no where to go, how do you compel your team members to stay?

The promise of challenging work and the ability to reach a level of professional mastery can be pretty appealing, but it's more than just offering your employees training opportunities—it's truly about becoming the steward of their success. Not what success means to you, but what success means to them. Make the effort to learn how each individual defines their fulfillment and you can provide an environment of continuing and tailored growth. Few companies realize that by investing in and cultivating their employees, they are getting a bigger return on that investment than likely any other investment they make that year.

At Baudville, our managers start the new year working with their team members to set goals for the next twelve months. Above and beyond traditional sales goals, these are professional goals that pertain specifically to the way an individual can grow for themselves as well as for the company. Some goals are measurable and evaluated on metrics, and others are designed to stretch the individual's capacity and viewpoint—often pushing outside the range of normal expectations. Team members benefit from a more broad and marketable skill set as well as a deeper understanding of how their efforts contribute to their success.




Try It
Employee reviews should be more than just an evaluation of
performance over the last year; they should be a time of reflection,
conversation, and planning. If you don’t know what your employees
want out of their careers, don’t guess: ask. Start and keep a dialogue
with your team members so that their appraisals become moments
of action, not reaction.


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