The Drivers of Engagement: Do They Get to Decide How They Grow?

growth opportunities: drivers of engagementA fourth driver of employee engagement is opportunities for development and growth:  “Do I as an employee have tailored opportunities to develop myself?  And do I have opportunities to develop my job role?”

There are really two dimensions to this.  Tailored development opportunities are not the same thing as learning paths that are carved out beforehand.  That’s important for developing the competencies needed for the present position.

But tailored development opportunities are important for developing the competencies needed to achieve maximum satisfaction and maximum contribution for the next position.

And because they are tailored, it’s not a one-size-fits-all proposition.  Development plans have to fit the employee’s personal goals for achievement for engagement to happen.

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Now, the other piece to the puzzle is the extent to which employees have the opportunity to develop their own job positions.  Many employees already have ideas about how they can better contribute to the organization–ideas we sometimes dismiss because it’s not part of the current job description.

But in a high performance culture, an employee’s role should never remain static, but should evolve along with the employee.  When employees have a say in how that position evolves, they tend to become more engaged.

That’s it for this edition of the Support EDGE. Until next time, be sure all your development initiatives are performance driven and outcomes based.


Eric Svendsen, Ph.D., is principal and lead consultant of SCInc., a learning and development consulting company. Eric has over 20 years experience in creating and executing results-oriented, outcomes-based learning and development initiatives aligned to corporate goals. He specializes in leadership development and coaching, and leading organizational culture-change initiatives around customer support and safety leadership. Eric was personally involved in the development of certification standards, performance standards, exam validation, competency models and training for the customer-support and technical-support industry, and was instrumental in the creation of the only performance-based certification in that industry.

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