Where Does the Need for Career Development Come From?

Do we all have a need for career development?

Haben alle Menschen die gleichen Bedürfnisse?

Maslow: “Yes!”

Der einzige Unterschied besteht darin, dass einige Menschen zu einem bestimmten Zeitpunkt im Leben ihren Fokus und ihre Energie auf die Erfüllung einer bestimmten Klasse von Bedürfnissen richten, während andere sich auf eine andere Klasse konzentrieren.

What determines some people to focus on money and what determines some others to desire more knowledge or esteem? Do all the employees have a career development need or does everybody want just more money? Those are only some of the topics that I would like to clarify in this article.

With this article, I intend to help companies to retain their employees. Help them understand what are their employees’ needs. And how they can use Maslow’s hierarchy of needs to design a road map for their employees’ development. Meeting the needs of the employees increases their satisfaction and by this their performance.

Die Hierarchie der Bedürfnisse

Maslow  created the well-known hierarchy of human needs. I would like to talk about how it applies to employees in order to understand how employee career development is influenced by it. The theory has its controversy, like the vaccine nowadays, but maybe not that controversial. At this point, I can only recommend informing yourself about the other point of view and deciding what works best for you and your employees.

Maslow erklärte, dass wir 5 Ebenen von Bedürfnissen haben, die wir in der Reihenfolge ihrer Wichtigkeit befriedigen. He used as a graphical representation, a pyramid, depicting also the importance and by this the order in which people follow their needs. He draws attention to the following:

–  those levels/layers shall not give us “the false impression that a need must be satisfied 100 percent before the next need emerges” (Maslow 1987)

– not everyone will move through the hierarchy in a uni-directional manner, from bottom to top but may move back and forth between the different types of needs

– this back movement in the hierarchy is given by unhappy life experiences, like divorce, loss of a job, health, family reasons etc.

1. Physiologische Bedürfnisse

Maslow’s hierarchy of needs has at the base the physiological needs. Those are the basic needs for survival: air, food, drink, shelter, clothing. Those are the most important needs because as long as those needs are not satisfied the human body does not function properly. As long as those are not satisfied all the other needs can wait.

What do these mean for a company? Es bedeutet, dass das erste Bedürfnis der Mitarbeiter darin besteht, über ein ausreichendes Einkommen zu verfügen, um die notwendigen Lebensmittel und Getränke, Kleidung und Unterkunft bezahlen zu können. Mit anderen Worten, es geht um Geld. For any company, this is not an issue at all. They have well-paid employees so they will focus on higher needs in the hierarchy.

But this doesn’t mean that once reviewed you can forget about this need?

Cyclic revisions of employees’ financial needs/desires, or let’s call them evaluations, shall be carried out. The competence is high and many employees leave the company for their competitors, and only for just a few more money. Satisfying these needs shouldn’t be a problem for most companies. Many are already investing time and personnel in yearly evaluations discussions with the employees. The challenges arise after meeting this level, as Maslow formulated it:

“It is quite true that man lives by bread alone — when there is no bread. But what happens to man’s desires when there is plenty of bread and when his belly is chronically filled?” (Maslow, 1943)

Er wird die nächste Stufe der Bedürfnisse anvisieren!

2. Sicherheitsbedürfnisse

The second level needs are safety. After having the body fed, warm and functioning, humans need security. In our developed society we don’t fear the sudden attacks of conquerors as some hundreds of years ago. But we still need the protection services of the police or justice service. The types of services that protect people having high needs in the hierarchy from the people having physiological needs, who think they have no other choice than to steal for existence.

The safety needs, in general, are mostly provided by society: medical care system, property, law, and order. This is a very important “safety service” because if it is fair and trustable it offers people freedom from fear. But there are some safety needs that companies could meet for their employees.

For companies, the safety needs of the employees start with guten Arbeitsbedingungen übersetzt. In order to offer employees the chance for career development, you start with a safe and stable working environment. Here they can create or solve problems, being freed from their fears. And because health is appreciated, companies could include medical benefits on the employees’ benefit list. In the end it hurts also the company if the employee isn’t able to work due to health conditions.

The next milestone to cover for a safe work environment would be psychological safety. This is a major topic in employees’ development path and a more delicate subject. Even more, because those needs are harder to meet than the physical ones and it takes time to build through mutual trust and respect. But what is actually psychological safety?

“Psychological safety is being able to show and employ one’s self without fear of negative consequences of self-image, status or career” (Kahn 1990, p. 708)

3. The need for social connections

The third level of needs involves feelings of belongingness. Humans have the need for interpersonal relationships, the need to belong to a group, to interconnect, to an affiliate. And because some smart guys have understood this crucial need of human beings, they have created social media platforms. So that people can interconnect outside their spatial boundaries.

Belongingness needs include receiving and giving affection or love, friendship, trust, acceptance. Of course that your employees do not expect to have a friendship relationship with the CEO of the company! But they need to be trusted, to be accepted, to be understood in their problems, or in their mistakes.

At work, those needs for belongingness translate into work relationships. People need to have a good relationship with their colleagues but also with their leaders or subordinates. Is there something that companies can do to improve the relationship between their employees at any level and between the levels?

Dr. David Rock has developed 2008 the SCARF Model. SCARF is an acronym and each letter comes from one domain that influences our behavior in social situations.

1. Status – our relative importance to others

2. Gewissheit – our ability to predict the future.

3. Autonomie – our sense of control over events

4. Verbundenheit – how safe we feel with others

5. Fairness – how fair we perceive the exchanges between people to be

His model is neuroscience research that implies that there are five social domains that activate the same threat and reward responses in our brain that we rely on also for physical survival. Those apply also at the workplace. You can threaten or reward your team members by pressing positive or negative these “buttons”.

Example: when people exclude you from an activity or a project, you might perceive it as a threat to your status and relatedness. This activates the same area of the brain as physical pain. In this case, the brain signalizes danger and you feel and act accordingly.

Weil das Thema so umfangreich ist, habe ich einen Artikel behandeln werde nur diesem Thema gewidmet: wie das SCARF-Modell die Kommunikation der Mitarbeiter unterstützt.

4. The need for esteem

This need includes self-worth, accomplishment, and respect. Maslow classified these needs into 2 subcategories:

-respect for oneself 

-the desire for respect from others.

Your employees want to contribute to the organization in a meaningful way and to be appreciated for their contribution.

What do they consider signs of appreciation?

Well, titles, status, position advancement, bonuses (also in form of money). And the more recognition is shown the higher gets the employee’s confidence. The higher the confidence, the better the performance and competence.

Dies wird als Vertrauens-Kompetenz-Schleife because one triggers the other. If the employee is confident he gets more competent because he works more accurately and with more dedication. And the other way around a competent employee will want to stay competitive or get more competent and he will learn more or will engage in different types of tasks. And this will increase his self-confidence. Use this confidence-competence loop principle and support your employees to follow the career development they desire.

5. Self-actualization and career development needs

Wachsen ist das höchste Bedürfnis in der Pyramide und bezieht sich darauf, dass jemand sein höchstes Potenzial erreicht. Es bedeutet nicht nur Lernen und berufliches Wachstum. Selbstverwirklichung bedeutet, alles zu erreichen, was man in einem bestimmten Bereich erreichen kann.

Jedes Individuum kann dieses Bedürfnis sehr spezifisch wahrnehmen, da die Wachstumsbedürfnisse unterschiedlich sind. Ein Mann möchte vielleicht der ideale Vater werden, während ein anderer der beste Sportler oder der Mitarbeiter des Jahres sein möchte. Das Wachstum kann sich in wirtschaftlicher, akademischer oder sportlicher Hinsicht äußern. Self-actualization differs from the other needs also from the point of view of motivation. While for the other four needs the motivation decreases as needs are met, for growth the motivation increases as needs are met.

These are the needs that, in my opinion, and out of my experience, many companies fail to meet for their employees. The employees’ career development ends after the onboarding training. If the employee gets a few more trainings on the road related to his area he is lucky. Many companies provide just the minimum possible training and education that the employees need to be able to do the assigned tasks. It is considered normal that after a number of years the employees leave one after another. They just wanted something else! The question is do you really know what was that something else that he was looking for?

Career development inside the company

Let’s change our perspective and view this process of employees’ career stagnation from their point of view. The employees perform the same tasks day in day out for years. If they don’t get the chance to learn something new and do something new, they will desperately look for a change in another place. 

When the human feels limited and held in place, folgt er Entscheidungen, die eine Veränderung in seinem Leben bringen, nur um der Veränderung willen. So any other company seems more suitable for him at that moment than the one where he does the same tasks for many years in a row. This new company is better only because satisfy his need to change something. Maybe a change could have been done in his former company …!

Career stagnation is followed by a change

Humans need changes in their life, erst recht heutzutage, wo all die Posts und Videos in den sozialen Medien dazu auffordern: “become the best of you!”, “make the change in your life!”, “be bold, burn your past and your bridges and do something new!”, “develop your leadership skills!” und “become a leader no matter what!”. There are so many invitations to leadership that even the cleaning lady would want to become a leader. I only ask myself who would do the cleaning then?  

Your employees are bombarded with such messages and invitations to CHANGE. And there are only a  few places where they can do make major changes in life. We cannot exchange our parents or our kids. And those we would not exchange even if it would be possible. We can exchange the life partner but usually, this is a hard and financial pain (after the marriage).  So, the big changes that people afford, take place in their careers.

This cannot be generalized either. There are characters that need the stability, or that have great expertise in their domain and wouldn’t like to lose it but would be happy to enlarge it. On the other side, there are characters that have the need to make changes in their careers. Either they discovered a new skill and want to use it, or the actual career position doesn’t satisfy them. It was decided or influenced by somebody else. Like parents forcing their kids to follow a specific career.

Career development with video trainings

Wenn Unternehmen eine flexible und kostengünstige Schulungsmethode for all the performed activities, those trainings would return the invested money twice. Because they will serve Einarbeitungsschulungen für neue Mitarbeitern und als Wachstumsmöglichkeiten für Mitarbeiter, die ihre derzeitige Position wechseln wollen, dienen.

Allow people to learn in a flexible and effective way a new skill or a new domain in your company with video trainings. In the end, we all know that an expert sick and tired of his job does not perform better work than a novice that works full motivated and with pleasure in is his dream job.

 Video trainings offer advantages also to the company:

-save time with training, because employees can work and learn at the same time

-could be used also to speed up the learning of an employee that has to replace his colleague who is already sick at home

-reduce the cost with the training personnel

-will remain in the company’s archive for the purpose of knowledge preservation.