Infographic

The link between belonging and talent development

A sense of belonging comes from all the experiences in an ecosystem. The more this responds to the natural desires of human beings to grow and to feel comfortable doing so, the stronger the psychological contract that is established. The Cornerstone study "Ready, Set, Grow: The Building Blocks for High-Impact Talent Mobility" enhances the evidence of how engagement is directly related to the learning and growth opportunities that an organisation gives to its employees.

The report's key findings include:

High Belonging employees are 190% more likely to say their manager would support their career growth.
High Belonging employees are more interested in every kind of learning: for their current job, future job, or even personal interests that may have no job impact.
Low Belonging employees are twice as likely to say they wouldn’t consider other career opportunities inside the business.

Development through horizontal mobility is, therefore, one of the ways that organisations can, with the support of supervisors and visibility of job opportunities with easy-to-use tools, strengthen the contractual and emotional bond with their employees. High-performing companies are a good example of this, with their results leveraged in a development proposal based on:

1. A formal communication process and approach for learning and career options.

2. A technology-enabled strategy to make mobility opportunities visible, offer skills development and manage the impact of the investment made.

3. A set of formal, established career paths, as well as a skill-based strategy.

This article first appeared in Observatorio de Recursos Humanos.

Related Resources

Want to keep learning? Explore our products, customer stories, and the latest industry insights.

Infographic

Why does the internal talent marketplace play a key role in staff turnover?

This depends on the questions you ask. The concern that exists - and is growing - around the early exit of employees, including those who do not get past the traditional 100 days in the organisation, is reflected in questions that look for answers outside the organisation. But the solution to employee loyalty is perhaps not so far away and is more a question of bringing to light what is already offered in terms of career development, than expanding the catalogue of collateral options.

Infographic

Most used technologies for exposing career growth opportunities

Although it is the organisation that puts the value proposition to their employees, it is the employees who shape it. This is the case with "professional development", which is consistently one of the top 3 reasons why people choose to leave or stay with an organisation. Employees want to grow, and opportunities for mobility, whether vertical or horizontal, demonstrate how much focus the company places on helping them achieve this growth. So much so that more than 70% of workers are interested in finding out about professional development opportunities at the recruitment stage.

Research

2023 Talent Health Index

Discover where your talent strategy stands today

Schedule a personalised 1:1

Talk to a Cornerstone expert about how we can help with your organisation’s unique people management needs.