Yes.
Large companies are now adopting the attitude that it is the
employee's responsibility to remain employable. In this light, the
training and experience that is planned FOR the employee is worked out
between the employee and their management/supervisor. In such a model,
the employee makes, in essence, a business case for his next year's
(or some similar period) experience & training. The training costs
money as does any exposure to new and enriching experiences, as this
would mean the employer would place a relatively inexperienced person
in an important roll, requiring more time to learn the new job and/or
be guided by a mentor. By making an outline of what he/she wants, the
employee identifies the investment for the company (training and
exposure to new jobs/rolls/responsibilities) and the reward it will
reap on that investment (where the employee wants to go with this
plan: next level up in the company, more skilled at current tasks,
make him/herself available as a mentor to others or something
similar).
Using these tools, the employee starts the conversation and both
parties come to a mutual understanding of what direction the career
will go in.
Suggested points to start out with are recruiting departments of large
companies (http://www.fortune.com/fortune/global500). Ask for
literature on how employees manage their careers. You won't get the
full story, as this is most likely protected, but you'll get an idea
of their policy towards career advancement.
-RR |
