While an organization's employee development program usually originates in the human resources department, the success of the program lies in its implementation by managers. Unfortunately, managers often fail to adequately address their employees' developmental needs.
Why? Managers often feel that they don't have the time. In light of their busy schedules, they feel that, as long as their employees are meeting basic performance expectations, it is enough to address performance issues during annual or quarterly reviews. And unless employees actively seek them out, they often don't take the time to provide developmental resources.
Additionally, managers often avoid employee development discussions because these discussions are frequently difficult conversations for a variety of reasons. For example:
- Managers may feel uncomfortable talking to poor performers if they haven't figured out a clear plan of action for addressing their performance.
- Likewise, if there are no opportunities available in their group, managers may avoid talking about career development to high performers, as they do not want to lose them.
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