Supporting All Employee Development
Beyond Win-Win
Juan was talking with one of his employees, Alisha, about her development plans for the year. Alisha was a great instructional designer (ID) and Juan wanted her to get some project leadership experience with the expectation that he could make her a lead instructional designer soon.
Problem: Alisha didn't want to be a lead instructional designer. She confided in Juan that she wanted to make a career change to be a recruiter. While she loved doing design, she found herself wanting a new challenge.
This scenario plays out in organizations everywhere. As managers, we often focus on development that creates a win-win: the employee gains valuable skills, and those skills directly benefit our team or organization. But what about when an employee's development aspirations don't align with our organizational needs?
The Traditional Approach
Many managers would respond to Alisha's situation by:
Redirecting her focus back to skills needed for the current role
Emphasizing the career path within the current department
Perhaps even discouraging "outside" interests that might lead to departure
This approach stems from valid concerns: investing in skills that may help employees leave seems counterproductive. After all, managers are evaluated on team performance and retention.
A Better Way Forward
Rather than thinking short-term, we need to make decisions that are best in the long term. Short term answers almost always cause issues later. Here's why supporting all employee development—even when it doesn't directly benefit your team—is actually the smarter strategy:
1. Psychological Safety Creates Honesty
It takes psychological safety for an employee to be open about wanting a career change. When team members trust you enough to share their true aspirations, you've already won a significant management victory. This trust enables honest conversations about performance, challenges, and goals.
Without this safety, employees still pursue their interests—just secretly. They take interviews during lunch breaks and develop skills on their own, all while you remain unaware until they give notice.
2. Find the Common Ground
Begin a genuine dialogue on what about the desired career path is so attractive. The idea is to clearly understand the root thoughts, because there may be some common ground.
Sometimes what attracts employees to other roles can be partially incorporated into their current position. An instructional designer interested in recruiting might enjoy organizing team-building activities or participating in interview panels. These opportunities allow them to explore interests while adding value in their current role.
3. Look for Skill Overlaps
Ask your employee to research what skills are needed for their desired position. This serves two purposes: it gets them to start doing more research, which may include informational interviews; and it enables both of you to see if there are any overlapping skills.
For example, interviewing skills would be appropriate for both positions. Recruiters interview candidates and instructional designers interview subject matter experts. Many skills are transferable across roles, and developing these creates value regardless of the employee's eventual career path.
4. Set Clear Expectations
If supporting an employee's development toward a different career, make it clear that the expectation is that quality work continues. Also clarify that company funds for training will be decided case-by-case, with you making the final decision.
This balance of support with accountability ensures the team's needs aren't sacrificed while the employee explores new directions.
The Benefits Outweigh the Risks
Many would argue that encouraging an employee to pursue skills for a different role means encouraging them to leave, hurting yourself and the company. However, having someone who is unhappy in a role (and will probably leave anyway) isn't good for the team.
Consider these advantages:
Better Succession Planning: When you know someone is likely to transition, you gain time to start planning for a replacement (either internally or externally).
Enhanced Team Culture: The team will see that you truly have their best interests in mind, which will increase their engagement.
Improved Retention: Sometimes, ironically, supporting an employee's interest in a different career path causes them to stay longer—they appreciate the support and don't feel pressured to leave quickly to pursue their goals.
Organizational Knowledge Retention: Employees who leave on good terms—feeling supported rather than restricted—often remain valuable connections, sometimes even returning with new skills later.
Putting It Into Practice
As a manager, try these approaches:
Hold regular career discussions separate from performance reviews
Ask open-ended questions about long-term aspirations
Connect employees with mentors in areas of interest
Allow time for cross-functional projects that develop new skills
Celebrate when team members grow, even when growth means moving on
Development is never truly wasted. The employee who leaves your team for a new role may become your greatest ambassador, referral source, or even future collaborator. By taking this broader view of development—beyond the immediate win-win—you create a culture of growth that benefits everyone in the long run.
Remember, good managers develop employees for the organization, but great managers develop employees for their futures—whatever those futures may hold.