2. DEVELOPMENT: WHY IT’S IMPORTANT
Organizational Commitment: The J&J Credo (Johnson &
Johnson, n.d.) states, “We are responsible to our employees, the men
and women who work with us throughout the world….There must be
equal opportunity for employment, development and advancement for
those qualified”. To maintain organizational commitment, it is essential
to ensure opportunities for development and advancement are readily
available.
Engagement: Through employee development the desire to remain
engaged within the workforce is greater resulting in a higher probability
of self-reliance and motivation.
Retention: Development offers the opportunity for employees to
enhance performance and provide visibility to department efficacy.
3. DEVELOPMENT: WHY IT’S IMPORTANT
Collaboration: The introduction of a development program(s) opens
the pathway to collaborative efforts allowing additional development in
various areas of the organization (e.g. mentorships) to bridge the gaps
between teams, departments, and external business partners.
Interdependent Partnering: Development will build the necessary
characteristics to enhance an employee’s confidence and abilities to
alleviate the dependence of managerial direction or supervisory input
often resulting in the employee remaining stagnant or at the same level
within the organization.
4. DEVELOPMENT: OPPORTUNITIES AT WORK
Job Rotations (Abroad): Increase the number of job rotations available
within the organization and make it inclusive of abroad opportunities to
offer a more diverse and value-added experience to the organization
and associate profile
Tuition Reimbursement (GPA Enhanced): Provide upfront full tuition
reimbursement for associates enrolled in an accredited school that
maintain high grade point averages (3.5 – 4.0) to alleviate out-of-pocket
or loan payments
Mentorships (Peer-to-Peer): Offer cross developmental opportunities
through managerial approved peer-to-peer mentorships and/or coaching
5. DEVELOPMENT: OPTIMISTICALLY SPEAKING
Pace (2010) argues the importance of focusing on the development
of an associate’s strengths versus their weakness, which can be
addressed through global (abroad) job rotations (p. 43)
To build characteristics that are rewarding to the organization and the
associate, Pace (2010) suggests to that the creation of “[a] positive
climate, positive relationships, positive communication, and
positive meaning” (p. 43) will drive positive outcomes which should be
recognized and rewarded (i.e. through tuition reimbursement).
6. DEVELOPMENT: OPTIMISTICALLY SPEAKING
Peer-to-peer mentoring and/or coaching offer the opportunity for cross
development, which Pace (2010) notes that through research it has
been discovered that positive relationships improve
retention, partnerships, and advancement (p. 44).
7. REFERENCE
Johnson & Johnson (n.d.) Johnson & Johnson Credo. Retrieved from
http://www.jnj.com/wps/wcm/connect/c7933f004f5563df9e22be1bb315
59c7/jnj_ourcredo_english_us_8.5x11_cmyk.pdf?MOD=AJPERES
Pace, A. (2010). Unleashing positivity in the workplace. Training and
Development, 64(1), 40–44. Retrieved from the Academic Research
Complete database.
