Various career stages require different skills: hard and soft skills, the ability to adapt when faced with a challenge, knowledge of core business values, and flexibility and maturity as positions grow into more senior roles.

And let’s just say it: Professional development happens a whole lot easier in person. So it’s no wonder programs and growth opportunities fell by the wayside as the pandemic set in and remote work became the norm.

“The pandemic led to gaps in training that would typically have happened in person, either formally or informally,” says Jessica Savage, CEO of North Strategic, MSL and Notch Video. “Many businesses have spent the last few years navigating an onslaught of challenges – a sudden shift to remote work; an increase in mental health issues among employees as people experienced collective trauma, fear and isolation; a need to generate new revenue streams and implement new technologies to ensure employees could work remotely – the list felt never-ending. In many cases, training was deprioritized.”

But as teams and clients begin to come back together in person, there’s a big opportunity to nurture and re-engage employees.

“By investing in employees, as well as connecting with them on a more human level during this time, companies can foster a more resilient, motivated and productive workforce that is better equipped to navigate the challenges and opportunities presented by the pandemic and remote work,” says executive advisor Jay McDonald, author of Strategic Jaywalking: The Secret Sauce To Life & Leadership Excellence.

Pandemic effects

The divide between “before” and “after” is glaring when it comes to professional development in the workplace. “The disruptions of the pandemic created a chasm between people who have built their careers on in-person interactions and those who haven’t, and between those who know a brand and those who don’t yet understand the personality or nuances of the brand they work for,” says Savage.

While you might think that would only apply to new graduates or those entering the workforce, Savage notes that shortcomings exist in employees who worked in-office in the Before Times, too. “For those of us who ‘remember when,’ it’s about getting back to the art of active listening, eye contact, conversation and clarity of communication,” she says.

The risks and benefits

Investing in employees’ professional development will reward the business – there are virtually no downsides. But not investing? That’s where the trouble lies.

According to McDonald, not taking professional development seriously can lead to high turnover rates because employees do not feel supported or valued; decreased productivity as without encouraging employees to strive for more, they may become stagnant in their roles; negative company culture due to disengaged employees – a viewpoint that can be difficult to shift; and difficulty attracting top talent who may be interested in finding a career with development and growth opportunities.

These negative factors all affect the bottom line: “Employers who do not invest in their employees may face increased costs associated with turnover, recruitment and training new hires,” says McDonald.

Professional development is an important step in retaining talent. “Learning and development has always been a key driver of employee retention,” says Savage. “Investing in employee skill-building and growth is one of the top things people tell us they want from an employer.”

Making these programs and initiatives a priority improves engagement and self-confidence, helps to build relationships through mentorship and coaching, and keeps employees at the forefront of the industry by providing them with practical skills training.

“When we look at it through the lens of a company’s brand reputation and protection, investing in employees pays dividends,” says Savage. “Media and presentation training helps make sure your company’s spokespeople will deliver your messages confidently and in a clear, compelling way. Crisis and risk management training will help you mitigate risk and it prepares your team for the worst-case scenario – something many companies faced head-on in the last few turbulent years. Organizations that fared better than others were the ones that were prepared.”

The next stage of development

Just as the pandemic shifted priorities and what employees valued, it also shifted what should be prioritized when it comes to investing in professional development.

“The next phase of supporting employees’ professional development will likely focus on addressing the changing work landscape, driven by technological advancements, globalization and evolving employee expectations. Organizations must identify and fill gaps in their professional development programs to effectively support employees’ growth,” says McDonald.

But how can a company figure out which gaps need to be filled? Start by identifying what the challenges are.

“At various times throughout the last few years, we’ve all experienced different challenges, and what motivates people has evolved. There’s a real conversation to be had about what “productive” means in this new era of work,” says Savage. “I encourage our team to look at productivity beyond the standard outputs and definition. Coffee in person with a colleague is productive. An extra 15-minute connect with a client after meeting in person is productive. Running into colleagues in the kitchen and having an informal brainstorm about an upcoming project is productive. Investing in relationships is productive,” she says.

Then, determine the tools the company has at its disposal to support its goals. McDonald recommends creating programs and initiatives that encourage continuous learning and upskilling, soft skills development, personalized development plans, mentorship, cross-functional collaboration, performance management, leadership development and DE&I. These initiatives could be tackled by way of online learning platforms, partnering with educational institutions, and developing dedicated programs and appointing leaders to oversee them.

How to do it

Whatever your approach, recognizing that there’s no one-size-fits-all strategy. “It’s important to understand what kind of training your employees want. I would encourage every employer to seek feedback from their people and develop a learning and development strategy that will meet the needs of a diverse workforce,” says Savage.

And plan to be in it for the long haul. “When we look at who is showing up consistently on the best places to work lists, it’s the companies that have invested in long-term learning and development strategies for their people — organizations that create opportunities for employees at every stage of their career. It can’t be a one-off effort that simply ticks a box,” she says.

Once integrated, these initiatives can be extremely attractive when seeking talent – so leverage it. Whether it’s providing training and development opportunities, offering competitive compensation and benefits, creating a positive workplace culture, emphasizing work-life balance or investing in technology, these are initiatives that employees value.

And the proof is in the pudding when you pick apart some heavy hitting brands’ professional development offerings. “Google is known for its innovative professional development programs that offer employees opportunities to learn new skills, network with colleagues and pursue their passions. One of its most popular programs is ‘Google University,’ which offers classes on topics ranging from coding to public speaking,” says McDonald.

He continues, “Amazon’s ‘Leadership Principles’ course helps employees learn the company’s leadership values and apply them in their work. The company also offers tuition reimbursement for employees who want to pursue a degree or take courses outside of work. And Salesforce’s ‘Salesforce Accelerate’ program provides training and support for employees who want to start their own businesses. The company also offers a ‘Trailhead’ program that provides online training on a variety of topics,” says McDonald, noting that these companies all support employees at every stage of their careers, from entry-level positions to senior leadership roles.

Making professional development a priority will only make your company stronger. “There is no such thing as being over-prepared for an opportunity or an issue, especially in times of crisis,” says Savage. “Consumers have higher expectations of brands now than they did in the past, and a lower threshold for mistakes. Your employees are going to be your brand’s best ambassador. Continued transparency and employee engagement are important. Communications for and with internal employees – right from frontline and hourly employees to executives to key spokespeople – is a critical element of a brand’s reputation management and crisis plan,” says Savage.