This leadership approach is detrimental to careers. Harvard Business Review Study Explains Why

After The great resignation, many business leaders have desperately searched for ways to keep their top talent on board. There is no one-size-fits-all solution, of course it depends on the industry, the resources available, the makeup of the company and at least a dozen other factors.

However, there is one recurring good practice that seems to have a constant impact: professional development. In other words, give your employees the opportunity to advance in their careers through professional training and certification.

Companies with rudimentary or lacking professional development programs can often be tempted to take an ‘in-the-moment’ approach: delegating work to those at the bottom of the ladder so that they can gain experience. management, strategy development and leadership.

Like Harvard Business Review (HBR) has revealed in a series of studies, however, this well-meaning attempt at informal professional development can quickly fail. Research suggests that it often lowers employees’ energy levels and job satisfaction, making them reluctant to take on similar “off the beaten track” tasks in the future.

The root of this energetic sap? Lack of management support. HBR studies found that in many cases, employees who were given additional responsibilities did not have ongoing guidance from their superiors. They have been left to fend for themselves.

But there is another element here that the HBR article does not address, but which is just as important: the job flight. It’s often disguised as professional development, but there is a fine line between improving your skills and simply taking on more work.

Many companies encourage employees to go beyond their job description to show that they are ready for a promotion, and yet there is no formal process in place to determine what this extra work should be or what. how it enters into considerations for promotion.

My point is this: giving your employees extra work and calling it professional development without thinking, without structure or planning is more than a simple evasion – it borders on abuse and could push your best talents. from.

If you really want to grow your team, structure a career advancement path with clear milestones and support mechanisms to avoid the energy loss highlighted by HBR and the landslide that plagues businesses of all backgrounds. sectors.

(One final note: if you are interested in the practice / impact of scope drift in the workplace, I recommend reading this academic article. This is a good look at how the job drain takes shape, which will help you avoid it in your own business.)

The opinions expressed here by the columnists of are theirs and not those of

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