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New Survey Finds Employees View Career Development Vital


Wed Oct 17 2012


The vast majority (91 percent) of employees report that they view job training and development as vital, according to a new survey by career transition and talent development consulting firm Lee Hecht Harrison (LHH). Only 3 percent report training and development as a hindrance. 

LHH is a global talent development leader that connects people to jobs through innovative career transition services and help individuals improve performance through career and leadership development. The company surveyed 275 individuals throughout the United States in September 2012 via an online poll.  


LHH asked respondents to rank “How do you view job training and development?”  

  • Vital, 91%

  • Duty, 6%

  • Hindrance, 3%


"Given the rapid changes we’re experiencing in today’s workplace—driven by technology, globalization, changing demographics and heightened competition—organizations need to adapt and refocus talent development practices so that they are prepared to lead the workforce of the future. What’s exciting about these results is that employees are very much aware of—and embrace—the shift away from ‘lifetime skills’ to a new paradigm that values lifelong learning and new skill sets. They understand the need to continually build skills in order to remain competitive in today’s workplace,” says Kristen Leverone, senior vice president and global talent development practice leader for Lee Hecht Harrison. 

According to Leverone, competing priorities often result in training and development getting meager attention. “Our own research tells us that most employees don’t feel their career development needs are being addressed. We also know that managers don’t necessarily have the time or skills to be effective career coaches. With so many organizations reporting skill gaps, it just makes a great deal of sense to tap into proven talent to build the new skill sets you need.”  

Leverone cautions that companies who fail to do this will find themselves too slow and ill-equipped to stay competitive—in an economic downturn or upturn. 


Leverone adds, “A good approach is to first evaluate your talent. Do they have the skills needed to meet today’s objectives, as well as tomorrow’s? Then, focus learning opportunities on the broader workforce – not just a few high potentials. This can play a key role in retention and engagement efforts.”  

Finally, Leverone offers that there are many ways to offer job training and development, such as on-the-job training, access to formal education, cross-training and mentoring. “This allows you to tap into your employees’ inherent desire to learn, and build the bench strength needed to keep you competitive.”

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