If you are a line manager, do you actively support the career development of the people you line manage?

[Poppins2016]

As the title says:

If you're a line manager, do you actively support the career development of the people you line manage?

And

Does your organisation set you (as line manager) targets to do so?

I'm just curious, having never worked in an environment that does this! I've recently left an organisation in which my boss labelled people who wanted to progress their career (for more scope, responsibility, money, etc.) as trouble makers. The workplace(s) before that weren't much better at career development (although they were less vocally against it)!
In contrast, I will soon be taking up a role as a line manager in an organisation that values employees potential and has a generous training budget.
I was just musing over the contrast between workplaces and that got me wondering about how other organisations do things... I know this thread will end up being 'anecdata' but I'm still interested in your experiences?

Yes.

we have internal career progression. I had a member of staff who was poor at interviews so I spent a considerable amount of time with him on interview prep.

I have read and commented on many employees applications for jobs when it has been appropriate for me to do so.

My organisational values training and professional development and I have clear expectations in 1:1s with staff about what they want to do.

but I’m also kind and supportive to those staff who say “you know what, I like my job, I’m not ambitious, I’m just happy so I won’t be applying for promotion”.

Thanks @Whattheladybird, it's great that you're able to support people to develop in that manner.

Yes. My organisation rarely hires management or senior management from external sources, they would rather someone was 'home grown' . They often have a better work ethic, ambition, understand the culture and the needs of the business and often have something to prove. Such a beautiful and winning combination.

I would never dream of holding someone back from progression.

Will mentor and coach to help them achieve results and for the interviews and/or exams. It's difficult losing great team members but everyone is replaceable and it's part of the natural progression of the business.

Good managers can manage this and should be looking for potential within the team pool. After all, someone gave me a chance. I always try to pay forward that leap of faith.

Yes absolutely, but I am in HE (prof services rather than teaching) so education and developing is valued.
I see it as a good reflection on me when staff move onwards and upwards (if they want to- I have others who have been in the same job for decades through choice).

We aren’t targeted though, it’s just the culture in academia.

Yes, I work with all my team members to develop themselves. That looks different for each of them and it’s tailored.

It’s one of my favourite parts of my job.

No I am not targeted or managed on wether I do this or not myself.

I've got a line manager like this for the first time and it's been awesome!

Yes, absolutely. (I'm in a role similar to @AlltheFs )

It's just natural where I am to support career development, within & outside the organisation.

Absolutely I do. But I've had a few PITA staff who endlessly want to shadow / train / develop, to the detriment of doing the actual work. Now that's hard to manage.

I think it's short sighted not to. I've worked in both environments and the ones that get the best out of me are the ones who invest in me! But there does need to be clear progression routes within the organisation, otherwise it's pointless in that respect.

I've not wanted to hang around in jobs with no development opportunities- I find it soul destroying, though equally, as above, there are people perfectly happy to stay where they are if it works for them - and that's fine too.

Yes it's actively encouraged and always a big part of my discussions with my immediate team around what their goals are and how they wish to develop (or not as the case is for some).

Whilst we don't have targets specifically, SLT(which I am a member of) regularly discuss succession planning and career progression opportunities for staff.

I've actually got 2 members of my team of 4 that are stepping up or moving on at the moment: it's an absolute pain timing wise, but I am really pleased for them both and have plans to manage the situation. As others have said no one is irreplaceable and as a manager I get greatest pleasure seeing my team members succeed in their goals and progress.

Of course!

It's one of the best parts of the job!

We don't have targets but how well my staff are developing, how many go on to promotion or secondment or to excel in roles they're happy in is always discussed as part of my own appraisal.

I'm relatively young (and child free) in contrast to our wider workforce. When I first came into post I observed a lot of incredibly talented late 40s/ early 50s women who had taken time out to have children and had never really progressed in their careers as a result. The organisation really didn't value them as much as they should so for those that were interested I arranged some 1:1 coaching, started putting them forward for project opportunities outside of their normal role, and would make a concerted effort to champion their work in more senior spaces - over the years quite a few of them have gone on to senior leadership roles including some Black and Asian women who have undoubtedly faced additional barriers in their careers. It's an enormous privilege to have played a small role in their success. It all contributes to a positive, flourishing workplace culture.

Thanks everyone, your responses are really encouraging. I think I'm starting to realise just how much I was burnt by my last employer... I was doubting my expectations regarding how things are done elsewhere! Looking forward to moving onwards and upwards in all areas. 🙂

Can I say, as a woman, in her forties, and with young children, can I please say thank you.

I was totally dismissed and basically put on the scrap heap because I was a mum with young children. I was never progressed or promoted, even though I pushed for progression and my line manager (who was awesome) was pretty much told that I couldn’t have everything (be a mum / part time / and progress) then covid hit and I was made redundant.

I think a lot of managers don’t like pushing for progression for team members because they worry they’ll want their jobs, or leave. Well if people feel undervalued they’ll leave anyway!