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.
