navigating career growth disconnect and boosting employee retention.

There has been a seismic shift in people’s attitudes towards work and working life in recent years. This stark change has been connected to the pandemic, where employees started to seek greater work-life balance and faster career progression. As a result, employees are reshaping how we approach working life, career progression, and talent retention. 

Career progression and development form part of your employee’s workplace wishlist, and addressing these needs will help you cultivate a strong employer brand and retain your top-performing employees. According to Randstad’s 2024 Employer Brand Research Report (REBR), 69% of UK workers consider reskilling to be important to them, with 57% believing that they don’t have enough opportunity to develop in their current role.

Now more than ever, organisations must invest in, develop, and engage their employees strategically. In this article, we'll explore how you can identify career growth disconnect, cultivate a growth-centric employer brand, and some common pitfalls to look out for when planning your employee’s career development.

​​identifying the career growth disconnect.

There are many reasons why an employee may feel disconnected from their workplace. Let’s explore what causes career growth disconnect and how to prevent it. 

what makes workers want to leave? 

Employees want to leave their roles for a variety of reasons:

• limited career growth opportunities. 
  As above, more than half of UK workers told us that they don’t have enough development opportunities within their current role.  Delving deeper into the insights highlighted within our 2024 REBR research, these workers are almost twice as likely to consider leaving an organisation (42%) than those who receive training or reskilling opportunities (25%). Women are more likely to perceive a lack of opportunities (19%), while also considering it a stronger motivator for seeking new employment. Reskilling is deemed important by 69% of workers, with men, younger generations, and the highly educated placing particular emphasis on this aspect.
• poor work-life balance. 
  A good work-life balance is the single most important business driver in the UK — above salary and benefits, with 60% ranking it their priority when choosing a new role. Seeking better work-life balance is also the top reason employees would leave their role, significantly above attractive job offers and compensation packages.

• mismatch of values. 
  Employees need to feel that the work they are doing is important. They are more likely to feel this way when their work aligns with their own personal values. When there is a mismatch of values, employees may feel disconnected from the direction of the company and may feel demotivated.
• toxic work environment. 
  When employees find themselves immersed in a toxic environment, they often experience heightened stress levels, reduced job satisfaction, and a diminished sense of well-being. In fact, 34% of employees would leave a toxic work environment owing to the impact this environment has on their personal lives. 
• poor pay or benefits. 
  Unsurprisingly, pay and benefits come in at a very close second place in the list of important factors when seeking employment for UK workers. According to REBR, 30% have received no support from their employer to help them cope with the rising cost of living. Women are significantly less likely to receive any compensation (38%) compared to men (22%). With the cost of living rapidly increasing, your compensation package needs to align with the skills and expectations of your employees. Otherwise, they may begin looking elsewhere for a job that will support their lifestyle.  

what drives employee commitment?

• career growth and opportunities. 
  If your team can see a future with your business, they’re more likely to commit to your organisation long-term. Be sure to highlight the potential for career progression and development opportunities within your organisation to drive employee commitment.  
• motivation. 
  Employees need to understand their role in the wider business and how their contributions fit wider business goals. Highlighting this connection develops a sense of purpose and significance with your team, driving employees to excel in their roles.
• recognition and appreciation. 
  Your team needs to be recognised and appreciated for their contributions to the business. People need to feel like they’re doing a good job, so be sure to tell them now and again. You don’t need to make a big gesture. In fact, giving positive feedback, saying thank you, or gifting them a coffee voucher / taking them out to lunch will go a long way. 

building a growth-centric culture.

Developing a culture that values and supports employee development doesn’t happen overnight. It’s an ongoing process that requires support, commitment, and a strategic approach.

Although changing a business’ culture takes time, you can implement some handy strategies to expedite the process. We recommend:

1. creating customised development plans

It’s important to remember that everyone has a different idea of success and progression. Creating custom development plans means you can tailor learning and growth opportunities to each individual's unique aspirations and strengths within the organisation. Creating a culture that respects diverse goals and career paths helps foster a culture that values every employee's journey.

2. peer-led learning initiatives

Encouraging knowledge sharing among peers is a great way to create a growth-centric culture. This collaborative approach to learning not only enriches the collective knowledge within the organisation but also strengthens the bonds among team members. Try creating learning communities among your workforce for those who want to learn about specific things. For example:

• Ai & Technology Enthusiasts
• Employment Law Changes
• Interview and CV-building skills 

3. regular check-ins

The most effective way to create a growth-focused culture is to regularly check in with employees and offer them specific feedback on their performance. Setting small but regular goals will help employees continually improve and support their professional development. What’s more, employers who give regular feedback to their employees see a 14.9% lower turnover rate than those who don’t. This means that offering regular feedback will have a tangible impact on your retention levels. 

challenges in building career development plans.

Although there are many benefits to building a growth-centric culture, you may experience some bumps in the road:

• resistance to change. Your current employees and managers will be accustomed to the status quo. Trying to shake them out of any routine may prove a challenge. Think of a culture change as being like an elastic band. If you let it go and stop coaching and supporting the new culture, it’ll snap back into its previous shape. However, if you continually reinforce the stretch, it will stay. 
• resource allocation. Allocating time, budget, and employees to support career development initiatives can be challenging, especially for smaller organisations. To overcome this, try using employee-led initiatives that won’t be as expensive.
• employee engagement. Motivating employees to actively participate in career development programmes and take ownership of their growth can be challenging. Often, employees are distracted by their day job or other responsibilities. You’ll need to sell the benefits of your career development opportunities to entice them away from this. Highlight the personal and professional development employees will achieve by attending training sessions. 
• equality and diversity. All employees need to be offered development opportunities equally, regardless of their protected characteristics or background. Make sure that all training sessions are disability friendly and accessible to those of different backgrounds. 
• managing expectations. Make clear to employees that attending these career development sessions alone is not enough to warrant a promotion. They’ll still need to increase their knowledge and skills, brush up their CV, and actively apply to roles in order to achieve the next step in their career. 

the bottom line on navigating career growth.

Building a career-focused culture will increase employee retention, engage your employees, and strengthen your employer brand. However, changing workplace culture doesn't happen overnight— it’s a careful process of transformation that needs leadership buy-in, resource allocation, and consistent reinforcement. 

Prioritising career development is an investment that yields long-term benefits, and team leaders and HR professionals are on the frontline of this battle. If you’re feeling overwhelmed or unsure where to start, we recommend downloading Randstad’s 2024 Employer Brand Research Report to understand exactly what employees are looking for. This will help you incorporate employees’ genuine needs into your employer branding strategies and initiatives for career development.