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TITLE OF THE PROJECTEMPOWERMENT AND ITS IMPACT ON CAREER

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Submitted byARJUN RASTOGI

ABHISHEK KUMARClass BBA.LLB, Division A,

Symbiosis Law School, NOIDASymbiosis International University, PUNE

InMarch, 2014

Under the guidance ofProf. Ankur Jain

----------------------------------------Professor, Human Resource Management and Total Quality

Management----------------------------------------

CERTIFICATEThe project entitled Empowerment and its impact on career submitted to the Symbiosis Law School, NOIDA for HRM and TQM as part of internal assessment is based on my original work carried out under the guidance of Prof. Ankur Jain from 1st January to 10th March, 2014. The research work has not been submitted elsewhere for award of any degree.

The material borrowed from other sources and incorporated in the thesis has been duly acknowledged.

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I understand that I myself could be held responsible and accountable for plagiarism, if any, detected later on.

Signature of the candidate Date:

ACKNOWLEDGEMENT

It is a great pleasure for me to put on records my appreciation and gratitude towards Professor Ankur Jain course in charge for HRM and TQM for her immense support and encouragement all through the preparation of this report and also for his valuable support and suggestions for the improvement and editing of this project report. Last but not the least, I would like to thank all the friends and others who directly or indirectly helped me in completing my project report.

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The library facilities and computer facilities of the University have been indispensable. For any errors or inadequacies that may remain. In this work of course, the responsibility is of my own.

TABLE OF CONTENTS

Introduction…………………………………………………………………………………………….5

Meaning of empowerment……………………………………………………………………..5

Nexus between career and empowerment……………………………..............6

Object of the study……………………………………………………………………...........8

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Research methodology…………………………………………………………………………..9

Literature review…………………………………………………………………………….10-20

Case study……………………………………………………………………………………………21

Analysis………………………………………………………………………………………………..23

Conclusion……………………………………………………………………………………………25

Recommendations……………………………………………………………………………….26

Bibliography………………………………………………………………………………………….27

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INTRODUCTION

MEANING OF EMPOWERMENT

Empowerment is the process of enhancing the capacity of individuals or groups to make choices and to transform those choices into desired actions and outcomes. Central to this process are actions which both build individual and collective assets, and improve the efficiency and fairness of the organizational and institutional context which govern the use of these assets. Empowerment is the process of increasing the assets and capabilities of individuals or groups to make purposive choices and to transform those choices into desired actions and outcomes.1

Empowered people have freedom of choice and action. This in turn enables them to better influence the course of their lives and the decisions which affect them.2 However, perceptions of being empowered vary across time, culture and domains of a person's life: in India, a low caste woman currently feels empowered when she is given a fair hearing in a public meeting. Both men and women feel empowered if they are able to engage in decisions on budget allocations.3

In essence empowerment speaks to self determined change. It implies bringing together the supply and demand sides of development changing the environment within which poor people live and helping them build and capitalize on their own attributes. 4

1 Data retrieved from http://files.eric.ed.gov/fulltext/EJ636659.pdf on 24th March, 2014 at 16:25 HRS2 Data retrieved from http://www.emeraldinsight.com/journals.htm?articleid=882400 on 24th March, 2014 at 4:45 PM3 Data retrieved from http://files.eric.ed.gov/fulltext/EJ636659.pdf on 24th March, 2014 at 8:16 PM4 Data retrieved from http://ec.europa.eu/bepa/pdf/publications_pdf/social_innovation.pdf on 24th March, 2014 at 9:00 PM

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Empowerment is a cross-cutting issue. From education and health care to governance and economic policy, activities which seek to empower poor people are expected to increase development opportunities, enhance development outcomes and improve people's quality of life.

NEXUS BETWEEN CAREER AND EMPOWERMENT

Career empowerment at its core is about giving the power back to the employee; to be responsible for their own direction while giving them an environment where they can flourish. In order to create that environment, you must put some accountability in place to reward managers for allowing, even encouraging, internal mobility.

Few empowerment techniques are:-

Training and educational opportunities Personal development plans Career action centers Development centers Mentoring programs Succession planning Job assignments/rotation Outplacement

Employees today want to use their careers as vehicles and a way to contribute toward considerate and meaningful work. There is no longer an expectation of job security or a lifetime career with one company. In fact, it may feel as though there is no safety net in today’s work environment- employees may consider themselves to be self-employed

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with regard to career management, responsible for their own career development. 5

Smart leaders and organizations recognize and achieve a balance between managerial control and Career Empowerment—an employee’s ability to influence their own career path and pursue their own interests within the business. Employees need direction to help them best understand their role in the organization, accomplish objectives, and set goals for the future. When steps are taken to actively support and encourage employees to find their own destiny in organizations, the benefits are real and concrete. This single effect is instrumental in strengthening leadership pipelines and broadening succession planning pools. 6

OBJECTIVE

The main object of this study is to draw a nexus between impacts of empowerment on ones career. The paper includes the answer to question such as- What are the benefits of career empowerment to the

5 Data retrieved from http://www.cii.co.uk/media/5191599/adrienne_rosen.pdf on 24th March, 2014 at 2:51 PM6 http://www.hec.edu/Press-room/News/Creating-Value-through-Employee-Empowerment-A-Case-Study-by-HEC-Prof.-Charles-Henri-Besseyre-des-Horts on 24th March, 2014 at 22:08 PM

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organization, how is the career of the individual affected by way of empowerment and what are its advantages and disadvantages?

RESEARCH METHODOLGY

We have done a conceptual Re-search in our project in order to maintain the simplicity and authenticity of the re-search conducted. The topic allotted was not best suited with the empirical or the survey work. As it needs to understand the basic aim of the project, that what all objectives

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do need to be achieved and accordingly the things were planned and organized.

Our re-search methodology includes the introduction, the objectives of the re-search conducted, we have also included 25 Literature Reviews of various famous Indian as well as foreign authors who have worked for years for their re-search and the project in order to gain and solve the issue to the problem raised in the objectives, its importance its role and the significance etc.

Secondary data has been used because though several authentic websites were available through the medium of Internet source, and by this medium, we were able to arrive at a conclusion. Few books were also focused while the re-search study was going on with its smooth running.

Thus in our re-search methodology we came to the conclusion that, every possible use of the internet was made with all the best suited books in order to clear and avoid any kind of ambiguity or complexities in the project. Authenticated websites and books were made available to us, in order to accomplish our task and solve the issues to the study.

LITERATURE REVIEW

1. Denis Chênevert, 2010- After going through this article, we have reached to an understanding that for more than a decade, researchers have studied the phenomenon of affective commitment and of its determinants. To our knowledge, no research has studied

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the variation of the determinants of affective commitment over time. The research problematic is based on Rousseau’s psychological contract theory (1995), according to which organizational changes modify the terms of the employment relationship, and these make it possible to improve the terms of the work contract, that is to say, the psychological contract of the employee. In response to these improvements, the employee adjusts his behaviours and his attitudes. As well, these organizational changes make it possible for structural plateauing and interactional justice to become significantly linked to commitment in 2002. Otherwise, only content plateauing is significantly linked to affective commitment in 1999, and 2002. Thus, career plateauing absorbs the influence of the other HRM systems, and these are not significantly linked to commitment. Before setting up mechanisms to empower employees or to improve the impartiality of processes and interactions within the business, managers would be well advised to put in place mechanisms to manage their employees’ careers. This is because plateaued employees, whether this is in their work content or within the hierarchy, are disengaged from the organization, and efforts applied to other HRM practices may be without effect on affective commitment.

2. Nonaka, I. and Takeuchi, H., 1991- They stated that Empowerment is a process of orienting and enabling individuals to think, behave and take action in an autonomous way. It helps the workers to own their work and take responsibility for their results. Due to technological up-gradation and automation, organisations are dependent on a high degree of creativity and learning attitude of employees which will require individual responsibility and risk taking effort (Nonaka & Takeuchi, 1991).

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3. Mullins and Peacock, 1991- They have pointed out that empowered employees have a greater sense of job satisfaction, motivation and organisational loyalty. A satisfied and committed employee is a valuable asset to the organisation. Such an employee is psychologically attached to his job and is less likely to leave the organisation, takes pride in belonging to the organisation and makes greater contribution for the success of the organisation.

4. Judith A. Chevalier, 2010- In this article authors have examined the labor market for mutual fund managers. Using data from 1992-1994, we find that "termination" is more performance-sensitive for younger managers. We identify possible implicit incentives created by the termination-performance relationship. The shape of the termination-performance relationship may give younger managers an incentive to avoid unsystematic risk. Direct effects of portfolio composition may also give younger managers an incentive to "herd" into popular sectors. Consistent with these incentives, we find that younger managers hold less unsystematic risk and have more conventional portfolios. Promotion incentives and market responses to managerial turnover are also studied.7

5. James A. Brickley, 1998- After exploring, this paper provides evidence on a previously unidentified source of managerial incentives: concerns about post-retirement board service. Both the likelihood that a retired CEO serves on his own board two years after departure, as well as the likelihood of serving as an outside director on other boards, are positively and strongly related to his performance while CEO. Retention on the CEO's own board depends primarily on stock returns, while service on outside boards is better explained by accounting returns. The evidence also suggests that firms consider ability in choosing board members.

7 Data retrieved fromwww.ssrn.com on 24th March, 2014 at 1:08 PM

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6. Peter A. Heslin, 2005 - People vary greatly in how successful they feel in their careers. Besides differences in objective attainments, this variation reflects different perspectives on what amounts to a "successful"career. The realization that career success is more multifaceted that traditional corporate signals of pay and upward progression has implications for increasing the success you experience in your career. Initiatives you can take are to discover your work orientation, find a good fit between yourself and your work, and develop your adaptability to career changes. The author offers strategies for enhancing your career adaptability, including ways to engage in proactive socialization, cultivate the conviction that you can change, reason more productively about your career, understand and nurture your network, and find your balance in your career. Broadening your perspective on career success and taking related initiatives, such as those suggested in this article, could ultimately increase your experience of career success.

7. Romana L. Autrey, 2003- We model career concerns in a regime where a linear incentive contract includes a mix of a publicly observed performance measure and a second, correlated, private measure that is not observed by the labor market. Under this "mix" regime, we find that agent effort and total agency payoff levels are higher, and the weight on the public measure is lower, than in regimes with either public-only or private-only performance measures. Intuitively, public measures create career concerns and reduce both the need for explicit incentives and the risk premium the principal must pay to the agent. Private measures enable the principal to reward the agent more efficiently for the higher levels of effort that arise despite lower explicit incentives. The results suggest implicit incentives arising from career concerns may help explain recent empirical evidence of firms using a combination of private and public performance measures as a basis for rewarding executives.

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8. Arnold and John, 2002- In the current context of the workforce, a protean career has taken root. This is a career orientation in which the person, not the organization, is in charge, where the person’s core values are driving career decisions, and where the main success criteria are subjective. There is a general sense that individuals need to transcend structures and take ownership for their own career planning—plans that may even take them beyond the walls of their current organization. Such an environment provides much more room for self-expression and self-direction, and is much more conducive to individual control than what existed even a few years ago. However, people must have the self-efficacy to effectively engage in activities like career decision-making and mapping.

9. Cascio, W. F., 2010- There is no question that career trajectories have changed in the past decade. As more generations enter the workforce and the pace of change in business increases, the factors driving employee engagement are also shifting. Employees today want to use their careers as vehicles and a way to contribute toward considerate and meaningful work. There is no longer an expectation of job security or a lifetime career with one company. In fact, it may feel as though there is no safety net in today’s work environment—employees may consider themselves to be self-employed with regard to career management, responsible for their own career development.

10. Heski Bar-Isaac, 2011- When we have gone through this research article, we have reached to an understanding that they have examined training and recruitment policies in a two period model that nests two forms of production, "routine" work where ability and effort are substitutes and "creative" work where they are complements. Alternative ways of improving average ability have opposite implications for agents career concerns. While teaching to the top

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(training complementary to ability) or identifying star performers increases agents career concerns, teaching to the bottom has the opposite effect. The paper also makes more general comments relating to models of reputation.

11. Peter Bardsley, (2001)- In an ongoing organization, such as a large law partnership firm, employees are motivated not only by current rewards but also by the prospect of promotion, and the opportunity to influence policy and make the rules in the future. This leads to a dynamic programming problem in contract design. We model career design in such a firm as a recursive mechanism design problem in an overlapping generations environment. Agents entering the firm may differ in their private characteristics which affect their costs of effort. We find that under recursive structure, a profit-maximizing principal offers, and promotion-motivated agents accept, "rat-race" contracts with very low wages and high effort levels. With wages driven down to zero, promotions become the main instrument to discriminate among agents in an adverse selection environment. The optimal adverse selection contract introduces a promotion barrier, or a "glass ceiling", for the high cost agents. We thus find that the issues of in efficiently high work levels (the "rat-race") and of unequal promotion rates (the "glass ceiling") are intimately interconnected. We apply this framework to equal opportunity and gender discrimination in employment.

12. Bernd Irlenbusch, 2003- When we have gone through this research article, we have reached to an understanding that experimentally investigate a simple version of Holmstroem's career concerns model in which firms compete for agents in two consecutive periods. Profits of firms are determined by agents' unknown ability and the effort they choose. Before making  second-period wage offers firms are informed about first-period

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profits. In a different treatment firms additionally learn the abilities of agents. Theory suggests high first-period equilibrium effort in the hidden ability treatment but no effort elsewhere. However, we find that effort is significantly higher in the revealed ability treatment and therefore conclude that transparency does not weaken, but strengthen career concerns incentives.

13. Luttrell and Quiroz, 2009- This paper presents an overview of the different definitions of and conceptual approaches to empowerment. It was produced for the Swiss Agency for Development and Cooperation (SDC) following publication of an independent evaluation of SDC’s application of empowerment approaches in its development programming. Discussions around empowerment are commonly limited to activities associated with ‘economic’, ‘social’ and ‘political’ empowerment. Transforming power relations does require intervention in these different dimensions and levels, but this paper takes the debate beyond such a sectoral approach to explore a number of conceptual issues that have practical implications for the operationalisation of empowerment. The main issues covered by the paper include: The recent history of the use of the term ‘empowerment’ in development; Different definitions and conceptual approaches to empowerment; and Various operational implications of these debates, including whether empowerment is viewed as a process or an outcome; how power operates; strategies for inclusion; and implications of working on empowerment with partners.

14. Gunz & Gunz, 1994- This paper states that employees with strong organisational commitment are emotionally attached to the organisation and have a greater desire to contribute meaningfully to the organisation. Individual commitment and commitment to work groups improves team performance, pro-social behaviour and group cohesion, and enhances individual job performance and satisfaction.

15. Sahoo, Behera and Tripathy, 2008- Career empowerment initiatives based on industrial democracy and the principle of

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participative management reflects a positive link between employee participation and job satisfaction, motivation and performance, individual commitment and organisational achievement. The importance of individual commitment to the bottom line of the organisation is highly essential for improved performance, improved production, higher employee loyalty, increased satisfaction, high quality of product and services, and customer satisfaction. In this paper emphasis is given to systematic review of the previous research works on career empowerment and workplace commitment and has advanced some models to give clarity on workplace commitment through employee empowerment, commitment and outcomes, strategic empowerment and degree of commitment, and antecedents and outcomes of individual commitment. This paper hopefully contributes to the ongoing discussion of what constitutes empowerment and its impact on individual commitment.

16. Sturges, Guest, Conway & Mac Kenzie Davey, 2002- This study concludes with the final saying that the outcomes of employee commitment can be summarized as better performance, less absenteeism, high productivity and company’s enhanced image and market share. Employees who receive formal career management help from their employers reported higher levels of individual commitment.

17. Kuo, Ho, Lin & Lai, 2009- A satisfied and committed employee is a valuable asset to the organisation. Such an employee is psychologically attached to his job and is less likely to leave the organisation, takes pride in belonging to the organisation and makes greater contribution for the success of the organisation. Hence, the HR department of an organisation needs to focus on developing employee competencies and influencing employee behaviour in such a way that employees are satisfied as well as organisational goals

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being accomplished. Steps should be taken to develop his knowledge by way of interactions with the industry experts.

18. Charles-Henri Besseyre, 2013- Employees today need direction to help them understand their role, accomplish objectives, and set goals for the future. And yet, too much direction can be just as detrimental as too little and organizations risk losing key talent and high-potential employees as a result. Smart leaders and organizations recognize that there must be a balance between managerial control and Career Empowerment – an employee’s ability to influence their own career path and pursue their own interests within the business.

19. Spreitzer, 2007- This paper discusses the importance of feedback in effective empowerment mechanism. Obtaining employees’ feedback through upward performance appraisal may also prove to be an effective empowerment mechanism. Providing feedback to an individual is relevant to improve his/her performance and competence. Employees at lower levels of an organisational hierarchy can be empowered if they are granted access to opportunity, information, support and resources.

20. Dewettinck & Buyens, 2006- This paper studies the impact of empowerment on the employees and their career. Empowerment must initiate from the top and top management of an empowering organisation must be open-minded, trust building, and maintain transparency which are highly essential for effective empowerment. Employee centered leadership is crucial for sustaining continuous improvement of empowerment in organisations. An employee feels empowered due to a meaningful job, gaining confidence to perform the task, degree of autonomy in decision making, and perceives that the job and individual performance have a positive and vital impact on the organisation. Job autonomy is considered as significantly and positively related to organisational commitment and performance.

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Employee empowerment reflects a positive link between employee participation and job satisfaction, motivation and performance, individual commitment and corporate achievement. However big organizations do not encourage this activity.

21. Nijhof, Jong & Beukhof, 1998- An organisation must provide opportunities for employee participation both at the shop floor and at higher levels. Participation improves communication and cooperation among members which contributes towards team-building. It refers to a work team consisting of a group of individuals who work independently to solve problems or perform an assignment. It will further help him strengthen his goals. There is complete absence of any leader who is suppose to take any initiative and develop this practise.

22. Kahn, W.A., 1992 - This study indicates Organizations and leaders who make the time for career empowerment, will benefit from it. Finding funding is not nearly as important as investing in time and relationships. As an employee, the people you are exposed to, the individuals you interact with such as your mentors and coaches, the people who give you interesting work, give you counsel—these experiences and relationships are what help create and manage your career. All of those things have infinitely more power to support career development and career empowerment than simply throwing money at the problem.”

23. London, M. 1993- There is a general sense that individuals need to transcend structures and take ownership for their own career planning—plans that may even take them beyond the walls of their current organization. Such an environment provides much more room for self-expression and self-direction, and is much more conducive to individual control than what existed even a few years ago. However, people must have the self-efficacy to effectively engage in activities like career decision-making and mapping.

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24. Mathieu & Zajac- 1990 “At the end of the day, the responsibility for a career path is on the individual. But the culture in which we exist and work influences how confident and how willing people are to take on that responsibility. Career empowerment at its core is about giving the power back to the employee; to be responsible for their own direction while giving them an environment where they can flourish. In order to create that environment, you must put some accountability in place to reward managers for allowing, even encouraging, internal mobility.”

25. Bushe, R.G., Havlovic, J.S. and Koetzer, G. 1996- This paper shows the relationship between Career Empowerment and engagement, where greater empowerment is tied to higher levels of employee engagement. Additionally, there are links between Career Empowerment and the regrettable loss of high performers, where the absence of suitable Career Empowerment strategies increases the likelihood of a high performer to exit an organization. In response, we have determined what types of Career Empowerment strategies are used most, and which are most effective at empowering and engaging employee populations in the workforce.

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CASE STUDY‘ HCL Technologies since the Global 2008-2009 Crisis: Creating Value through Employee Empowerment’, is HEC Professor Charles-Henri Besseyre des Horts’ most emblematic case study so far in his research for the ‘Human Capital and Performance Chair’. In this study, he shows how ‘management's focus on employee culture as a competitive differentiator has led to a remarkable turnaround in HCL’s market share and mind share, over a period starting from 2005 till date.’

HCL’s ‘transformation journey’ began in 2005 with the definition and implementation of the ‘Employees First, Customers Second’ (EFCS) model, a new radical management philosophy driven by the charismatic Vineet Nayar. Charles-Henri Besseyre des Horts describes the key tenets of the ‘Employees First’ philosophy - which became a core value for HCL - and also explains how EFCS’ approach has led to the implementation of a number of systems and processes.

This concept of EFCS in turn led to the notion of ‘ideapreneurship’: "the culture of grass-roots, business-driven, customer-focused innovation, in which each employee has the license to ideate. It encourages employees to become idea-led entrepreneurs, who think of new ideas and also drive them to

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fruition". Charles-Henri Besseyre des Horts explained tha : "It was during the tough times of 2008-2009 when HCL was able to outperform its peers in the IT industry, led by the right kind of employee empowerment.’  A noticeable pattern started to emerge in employee behavior, right at the grassroots level. This was being driven by HCL’s ‘Employees First’ values, which collectively empower and encourage individual employees to come up with innovative solutions to operational and customer challenges. Today, HCL employees are ‘ideapreneurs’ working in an entrepreneurial environment.

Charles-Henri Besseyre des Horts concluded that "Vineet’s ground-breaking vision seeded the idea that value creation does not occur in the managerial ranks but mostly through employees who are in daily contact with the customers." Vineet Nayar stepped down from his position on January 17th 2013, and many challenges await his successor, Anant Gupta, who will have "to keep the momentum of the ‘ideapreneurship’ model in order to deal with some critical issues such as the general slowdown of business opportunities, the global economic crisis, and growing competition in India and abroad."

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ANALYSISAs by going through the Literature review and the re-search material, we can directly come to the conclusion that the objectives of the re-search project was accomplished as the main objective of the re-search study is to examine the impact of empowerment on career, its role, its importance, its advantages and disadvantages, and its relatedness to the organization or the company. If we have a look on our objectives of the project, we can understand that Literature review has almost clear all our issues raised for the re-search conducted. What all can be the consequences and the effect of the study which were not known.

The main focus was on the re-search of the authors, and their opinions and wordings for the re-search conducted and do they have in their mind about the topic and the organization.

The following empowerment methods were found to have the strongest relationship to engagement:

Internal and external networking opportunities.

Stretch assignments.

Professional development.

Internal job postings.

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Empowerment has a very positive impact on ones career. Organizations and leaders that specifically address and incorporate these techniques will find themselves better positioned to achieve Career Empowerment success. An underlying theme within these approaches is giving employees adequate exposure to and information about opportunities. . In order to leverage employee skill sets and increase empowerment and engagement, organizations and leaders need to ensure that they are sharing information openly and frequently. Independently, effective communication has been identified as an underlying factor associated with employee engagement. Empowered employees who are given the organizational support and resources they need to create their own career paths are more likely to experience: higher levels of engagement, increased opportunities to assume a variety of roles across the organization effectively, and the ability to develop their own skill sets.

Perhaps most importantly, employees who are given career autonomy are more inclined to remain with their current organization. We are of the opinion that there is absence of a leader in an organization who can take the initiative to empower the employees so that they can prosper and develop.

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CONCLUSIONSWe are operating in an environment today in which employees are beginning to feel more responsible for their own career development. There is no longer an assumption of job security or lifetime of employment with one organization, although such a path may be possible. Career Empowerment strategies are an array of career development tools that organizations might implement to improve an employee’s ability to control their own career development, and pursue their own interests within their organization.

Importantly, people recognize and understand the idea of Career Empowerment. Not only do they believe that a Career Empowerment approach will bring benefits to the organizations, they also support such relationships through their observations about the loss of high performers in the organization. Some of the greatest challenges facing Career Empowerment have low-cost, low-risk solutions—but they strongly rely on leadership support. We have noted a meaningful link between empowerment and employee engagement levels, where the more empowered employees feel, the higher their level of engagement. Considering the value the predicted rewards of implementing Career Empowerment strategies would be to an organization, it is apparent that companies that have not yet implemented a Career Empowerment approach have an opportunity to benefit from it. Organizations are suffering regrettable losses—most notably among the middle tiers of employees—

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and that such losses may be the result of lack of career advancement opportunities and challenging work.

RECOMMENDATIONS

1. Many organizations are missing an opportunity to positively influence their whole workforce with Career Empowerment. A key challenge is that leaders are not prioritizing helping employees determine their career paths so much that they are even disregarding simple, inexpensive, and effective methods like job rotations to do so. If leader support is not provided, implementation of Career Empowerment is unlikely.

2. Leaders need to encourage Career Empowerment initiatives by the allocation of necessary time and resources.

3. Bigger companies should be well positioned to make these changes and offer an array of attractive Career Empowerment strategies by virtue of their size and structure, as they typically have formalized job categories and a hierarchy that can facilitate the presentation of information about internal opportunities.

4. Organizations and leaders need to do a better job of communicating to employees about all of the career development options available to them.

5. Organizations need to reassess their career development and empowerment approaches to ensure they are set up to attract, develop, and retain an engaged workforce across all job levels.

6. Organizations need to smartly prioritize what development methods are vital—at the real risk of losing key talent. For support staff, of great importance are stretch assignments, professional development,

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job rotations, and manager training designed to assist in employee development, as well as career advancement opportunities. For professionals, internal job postings, professional development, and short term assignments in other areas stand out. Managers and executives value professional development and self-assessment tools.

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