One particular conceptual framework to map employee engagement in the banking industry is built on four pillars. Training and career development, co-worker relationship, perceived organizational support, and reward and recognition. The model is beautiful in its simplicity, and there aren’t many barriers to apply this model outside the banking industry.
In the next few days, I’ll briefly describe each pillar.
Training and career development.
As time progresses, it’s becoming more apparent that one of the best ways to convince people to choose for an employer is the ability of the employer to provide perspective. Not in an old-fashioned kind of way, as in, if you work hard, we’ll bump your salary in eighteen months. If you keep working hard, we’ll bump it again in another eighteen months, and so on…
In this day and age, providing perspective means offering the candidate a map. A map with a pin showing the candidate, today, you are here. Tomorrow, proverbially, these are all the (career) routes you could take.
Some of them might require hard-skills training. Perhaps additional degrees or certificates are necessary for a follow-on job. Some of them might require soft-skills training. When an employer moves into a managerial position, specific people skills, stress management, and responsibility become increasingly important.
Mapping the current situation, combined with suggesting multiple possibilities and future outcomes, is the foundation for training and career development.
Practical advice: map both people’s and jobs’ hard- and soft-skills to create a tree of internal career possibilities, alongside insight into which skills gaps need to be bridged to move between positions.