new employees up to speed and prepared
to take on new challenges. Enterprise
supports this approach through the company’s
proprietary Show, Observe, Shape
(SOS) training. SOS helps managers effectively
coach their employees by showing
them how to perform a particular job, observing
them as they complete the task
and shaping their behaviour through
timely feedback.
In fact, Enterprise bases promotions
in large part on a manager’s ability to retain
and develop their employees. This
is used as an incentive to foster development
among employees. Few companies
evaluate that type of metric, but it’s proven
extremely successful in developing new
hires into the next generation of business
leaders.
In 2015 alone, nearly 15,000 Enterprise
employees were promoted or took on
new opportunities – representing a 10
per cent annual increase in companywide
promotions.
A promote-from-within culture isn’t
just about making your company a great
place for people to build a career; it’s also
about giving you a real competitive edge.
In recruitment, many firms search externally
for top talent. Instead, look to your
company’s bench for the next generation
of leaders.
HIRING FOR A PATH, NOT A
POSITION
But how can you ensure that you have a
bench of employees to choose from? It’s
no secret that “job-hopping” is an ongoing
trend among an increasingly Millennial
workforce, which continues to be a top
concern for HR professionals across the
board. In an ideal world, employers want
their new hires to stay at the company for
the long term. This is where developing
employees and ensuring they are involved
in meaningful work is most beneficial.
Employees are most likely to look elsewhere
when they feel stuck.
When hiring an employee, consider
the path, not the position. If you are
lucky enough to have a wide range of
job options and business functions at
your company, present employees with
the opportunity to switch careers without
switching companies. Last year,
Enterprise significantly upgraded its
internal careers website to provide employees
more information about career
mobility within the company.
In the end, it all comes back to a company
culture that puts employees first.
To maximize retention and minimize
turnover, you must cultivate a culture of
training and development that enables
employees to feel as though they are constantly
considered and supported at every
stage of their career. n
Steve McCarty is vice president of talent
development at Enterprise Holdings Inc.,
and oversees the training and development
of the company’s 93,000 employees.
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training & development
32 ❚ MARCH 2017 ❚ HR PROFESSIONAL
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