Kiwi bosses care more about their employees’ career development than their Aussie counterparts


Does your manager care about your career development? Despite being the number one reason behind resignations, 37 per cent of New Zealanders polled by recruiting experts Hays says their manager doesn’t care about their career development.

In the poll of 509 New Zealanders, 30 per cent said their manager champions their career development. The final 33 per cent said their manager cares about their career development to some extent – but they need to push for it.

“Thirty-seven per cent of New Zealanders have bosses who are throwing away an opportunity to retain their staff,” says Jason Walker, Managing Director of Hays in New Zealand. “While this lack of attention in the career development of their staff is concerning, the situation could be worse.

“In Australia, where we also ran this poll, 51 per cent of more than 2,000 people said their manager doesn’t care about their career development. Yet this is a key reason why people look for a new job, so why aren’t bosses championing it and sitting down with their staff to map out a career development plan?

“Career development doesn’t necessarily mean a promotion – although it certainly can. And not everyone actually wants a promotion. That’s why it’s so important to sit down one-on-one with people to find out what their career development goals are,” he said.

According to Hays there are a huge range of career development options, which can be tailored to suit the unique situation and career goals of any individual. These include:

Career path: Mapping out a career path, and including the objectives and skills that must be achieved or developed in order to achieve each promotion, shows exactly how to get ahead.

Stretch opportunities: Look for tasks or projects slightly beyond an employee’s current skill or knowledge level in order to ‘stretch’ and improve capabilities through hands-on learning and experience. Match the skills and capabilities of each task to those identified in the career map.

Projects: Another hands-on learning opportunity to develop expertise in a certain area. Those who want to develop their people management skills can start by managing a project team. It’s a good idea to start with smaller short-term projects then work up from there.

Training others: Another opportunity to develop skills that will be useful when it comes time to manage a team.

Coaching: One-on-one coaching can be directed to many different scenarios, from developing new skills to correcting performance in a particular area.

Mentorships: Also one-on-one, the informal nature of mentorships allow a range of information to be exchanged, from lessons that have been previously learnt to implicit awareness such as why reports are written in a particular way or who to contact for certain information. Technical knowledge can also be passed on this way.

Formal training: There are times when skills may need to be developed that do not already exist within an organisation. Perhaps formal training is required?

Internal transfers: Jobs should be shared internally with all staff so that people can learn of and apply for available opportunities.

Track progress: There should be a process in place to track and review development regularly (not only in annual reviews) to ensure you are investing your time in actions that make a real difference.

The poll was conducted on between August and October.

To find out more about Hays, visit their website: