Employers know that people with strong drive and talent want opportunities to make a difference and achieve success. To fully benefit from their employees’ strengths and skills, managers must be able to identify high-potential employees, make sure the organization uses the talents of these people, and reassure them of their value. Although new employees need strong direction, they expect to be able to think independently and be treated with respect.

Managers must provide for employee development—the combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers. HR establishes a process for employee development that prepares employees to help the organization meet its goals.

Employees must constantly expand their knowledge and skills to compete in today’s rapidly changing business environment. Modern organizations are expected to provide development opportunities to employees. To do this, organizations must understand development’s relationship to training and career management. Development implies learning that is not necessarily related to the employee’s current job. Instead, it prepares employees for other jobs or positions in the organization and increases their ability to move into jobs that may not yet exist.

Development also may help employees prepare for changes in responsibilities and requirements in their current jobs, such as changes resulting from new technology, work designs, or customers. In contrast, training traditionally focuses on helping employees improve performance of their current jobs. Many organizations have focused on linking training programs to business goals. In the past, workers and employees might think of a career as something a person pursues at one company, rising through the ranks.