Ewald in Practice
Blog Home All Blogs

What the Numbers Say About Professional Development

Posted By Brian Fewell, Wednesday, July 15, 2020
Updated: 9 hours ago
Smiling man
Photo by mentatdgt from Pexels

This quarter at Ewald Consulting, we are focusing more on professional development, subscribing to LinkedIn learning to give our employees access to the numerous courses available in the LinkedIn library. We believe that this not only helps our company improve with job-specific trainings, but helps our employees expand on their own interests.

You likely know that professional development is a key factor in fostering an engaged, productive workplace, but how effective is it, really? In this post, we will look at some statistics that reflect the importance of professional development in the workplace.

  1. 74% of employees feel that they lack development opportunities
    A study by Middlesex University London found that many employees did not feel like they were achieving their full potential at work because there were not enough professional development opportunities. Employees want to grow and learn in their positions. If they feel they are stuck with no place to go, they will be less engaged and more willing to leave your organization.

  2. The cost of losing a new employee could be about 3x their annual salary
    PwC found this number in their research. This emphasizes the notion that professional development is an investment. Even if the upfront costs seem hefty, remember that in the long term, this could save your organization time and money.

  3. Engaged employees perform 202% better than non-engaged employees
    A Shift article discussed a Dale Carnegie study that found this statistic. Professional development opportunities improve engagement significantly and engagement has lasting effects on your organization’s culture and revenue.

  4. 87% of millennials say professional development is significant
    Millennials are making up more and more of the workforce. According to Access Perks, development opportunities are a key factor in millennials’ job choices. Gen Z, now entering the workforce, also expects employers to provide customized learning. Make sure you are attractive to a growing workforce by offering what they are looking for.

  5. 76% of employees are looking for development opportunities
    ClearCompany found that most employees want development trainings. Offering a variety of professional development opportunities shows your employees that you are not only invested in the work they do, but their interests and goals as an individual.

  6. 40% of employees who do not receive proper training will leave within their first year
    According to Go2HR , if employees do not receive cohesive job training, they are significantly more likely to leave before their 1-year anniversary.

  7. 69% of employees are open to new job opportunities
    Rapt Media said that most employees would be willing to leave their current jobs. Guthrie Jensen’s blog explains that you need to continually offer growth opportunities so that your employees see your organization as the best place for them to grow.

Your employees will always be your greatest asset, so make sure you are constantly investing in them and their futures.

 

Tags:  goals  Professional Development 

Share |
PermalinkComments (0)
 

Setting Personal Professional Development Goals

Posted By Ewald Consulting, Tuesday, June 30, 2020

Many of us have participated in some form of professional development. Whether it be an orientation video for work, a certification course or an implicit bias training, professional development is key to having a successful career. Indeed defines personal development goals as “objectives you set to improve your character, skills and capabilities.”

So how do we go about creating these goals for ourselves?

The Education Service Center of Lake Erie West laid out a framework to properly set what they call IPDP (Individual Professional Development Plan) goals. While the document was created for educators, this method for setting professional development goals can be applied to all professions. According to this framework, you should state an action, an area of focus, and your rationale for that action.

Start with an area of focus. What do you want to accomplish? Let’s say you would like to get better at video editing. Your area of focus might be proficiency at a specific editing software. Be specific about your goal to know exactly what you are working toward.

What is the action you will take to achieve that goal? For video editing, this might be “I will learn Adobe Premiere” or “I will take an online course in video editing.” Dictating an action helps you commit to it.

Finally, add your “because” statement. Why do you want to achieve this goal? For video editing this may be, “because I would like to be promoted to a senior marketing position.” Think through your purpose for putting effort into this new skill.

Overall, the statement should look something like, “I will take a course in video editing through LinkedIn Learning in order to become a senior content creator.” The specificity of this goal statement is helpful because it gives you the what, how and why.

With this framework, setting specific professional development goals will become clearer and easier to achieve.

Tags:  career  goals  Professional Development 

Share |
PermalinkComments (0)
 

Run Hard to the Finish Line

Posted By Bill Monn, Vice President of Client Relations, Thursday, December 1, 2016

Sports are a good example to use to make this point. Every track coach since the ancient Greek Olympics has implored their athletes to run hard to the finish line. Every football coach since Knute Rockne has urged their players to run all the way to the end zone. Hockey, basketball, soccer – every sport can point to the improbable play where someone was caught from behind or didn’t give a full run all the way to the finish line and paid a heavy price.

Turning to managing your association, running hard all the way to the finish line is a great message for all leaders to use the last weeks of the year to push hard and finish strong to set up next year for success. Here are some ideas to get your head in the game to do that.

Make a list and check it twice. Some key questions should be:

  • Our strategic plan or goals for the year – did we accomplish them? Why/why not? Is there time to get them done, make a dent in them or position them for the coming year? Are they still relevant?
  • How’s our budget look? Did we perform as well as we thought? Where are we off? Too optimistic on revenues? Unexpected expenses? Are we better off compared to a year ago? Do we need to put a team of smart people on this now to get next year right?
  • Key metrics of the association – are they pointing up or down? Is membership growing, stagnant, shrinking? Is attendance at our programs, conferences, events growing? Is industry support strong?
  • Is the association doing what it is meant to do? Are members happy, engaged, enthusiastic? Have we asked them lately? Do we need to formally take their temperature?
  • Finally – and don’t miss this one – has the world changed? Has anything happened in our industry or elsewhere that impacts our industry? Has anything changed since we made our goals for the year? Probably yes, so take time to understand and pla

One forward-thinking leader that comes to mind loved the end of the year because all the outside noise in the world helped to force greater concentration on the important matters at hand. Said another way, this leader reveled in the opportunity to take dead-aim at a time when it was easy to be distracted. The leader made it a game, made it fun, then made it work.

This thoughtful leader asked his board to come prepared to a brainstorming meeting with an idea that would greatly benefit the organization but was (almost) impossible because of time, money, resources. Take the blinders off and think big without worrying, for the moment, about how to get it done. The energy created by the ideas was intoxicating. And once a good idea got rolling it is almost impossible to stop. In short order, a great idea was begetting more ideas and it was like hanging ornaments on a Christmas Tree. If the idea is good enough, somehow the barriers of time-money-resources get taken care of.

Also worth remembering is that creativity and purpose come in many colors and shapes. While those people we call the “idea creatives” will be brainstorming the new and cool, a good leader will be identifying the people who are passionate about buttoning up details. These are the folks you want massaging your budget and creating that financial plan that will let the new ideas fly.

A word of caution is to not turn over the budget and financial planning completely to a buzz-kill who will be developing a long list of “cant’s.” Best case is you’d like some creative thinking and if/then propositions – if we fund A then perhaps B can’t be funded this year. A great, creative-minded financial planner is worth their weight in gold – the gold they will find to fund the creative ideas.

Tags:  association management  goals  strategic plan  year-end review 

Share |
PermalinkComments (0)
 
KNOWLEDGE & RESOURCES

MANAGEMENT | View all Management articles
A Successful Year Starts with a Solid Budget by Bill Monn
Read full article

MARKETING | View all Marketing articles
9 Marketing Ideas for Your Organization by Kathie Pugaczewski
Read full article

MEMBERSHIP | View all Membership articles
A Holistic Approach to Membership Recruitment by Darrin Hubbard
Read full article

VOLUNTEERISM | View all Volunteerism articles
Three Ways to Stronger Volunteer Engagement by Paul Hanscom
Read full article

© 2020 Ewald Consulting | All rights reserved
1000 Westgate Drive, Suite 252 | St. Paul, MN 55114
p. (651) 290-6260 | f. (651) 290-2266

Membership Management Software Powered by YourMembership  ::  Legal