A sustainable employability policy is built by making systematic investments in employees’ development, wellbeing and career prospects, tailored to both the organisation’s strategy and the individual needs of employees. This is not a one-off initiative, but an ongoing process in which employees are proactively supported in their growth and adaptability. In this article, we answer the most frequently asked questions about setting up such a policy.
What are the key components of an effective employability policy?
An effective employability policy rests on three key pillars: employees’ self-awareness, a clear organisational vision for the future, and a concrete approach to linking the two. Without an understanding of who employees are, what drives them and what talents they possess, any policy will remain superficial and unsustainable.
The first building block is insight into talent and behaviour. Employees need to know who they are, which qualities they wish to utilise and what sets them apart. Scientifically underpinned tools, such as talent scans based on cognitive behavioural preferences, help to deepen this understanding in a way that goes beyond a standard competence profile.
The second building block is insight into the labour market and organisational development. Staff who actively keep abreast of trends and developments within their field are better able to anticipate change. This requires an organisational culture in which learning and adapting are seen as the norm, rather than the exception.
The third building block is tailored support. Standard programmes rarely meet the actual needs of individual staff members. A policy that really works allows scope for personalised development pathways, tailored to each staff member’s specific situation, ambitions and challenges.
How does sustainable employability differ from traditional human resources policy?
Sustainable employability differs from traditional HR policy in that it is proactive rather than reactive. Traditional HR policy often focuses on resolving problems that have already arisen, such as absenteeism or performance issues. Sustainable employability, on the other hand, focuses on preventing such problems by continuously investing in staff.
Traditional management practices often assess staff on the basis of their current role and performance. Sustainable employability takes a broader view: what does this staff member need to ensure they remain valuable and motivated in three or five years’ time, both for themselves and for the organisation?
Another key difference lies in the division of roles. In traditional human resources management, the organisation is largely responsible for guiding employees. With sustainable employability, responsibility is shared: the organisation creates the conditions and provides support, but the employee takes active control of their own development and career.
What role does a manager play in sustainable employability?
Managers play a key role in sustainable employability: they are the link between the organisation’s strategy and the individual development of staff. A manager who actively engages in discussions about ambitions, talents and future roles makes the difference between a policy that exists on paper and one that is truly put into practice.
In practical terms, this means that managers must be able to:
- To engage in regular and genuine discussions about career development, separate from the performance review
- Recognising the signs when an employee is feeling stuck or needs new challenges
- To provide scope for learning and experimentation, even if this falls outside the scope of one’s current role
- To engage staff in the organisation’s vision for the future, so that they understand what is expected of them
Managers do not have to do this on their own. Effective support from HR and external coaches can help them to conduct these discussions effectively and guide staff in the right way.
How do you assess whether your employability policy is working?
You measure the effectiveness of a workforce readiness policy by looking at both hard and soft indicators: employee engagement, career mobility within the organisation, increased productivity and a reduction in unwanted staff turnover. A policy that works is reflected in the behaviour and motivation of employees.
Practical measurement points include:
- Staff satisfaction and engagement: Do staff feel recognised and supported in their development?
- Internal mobility: Do staff move on to new positions or roles within the organisation?
- Participation in development programmes: How many staff members are actively taking part in coaching or learning programmes?
- Progress: Has there been a reduction in the unwanted loss of valuable staff?
- Self-reported insight: Do staff say that they have a better understanding of who they are, what they want and how they can develop?
Measurement begins with a baseline assessment. Without a clear starting point, it is difficult to determine whether a policy is actually having an impact. Carry out regular evaluations and adapt your approach based on what you measure.
When should you bring in an external coach to address employability issues?
You bring in an external coach when there is a lack of internal capacity or objectivity to effectively support staff with their development or career issues. An external coach offers a fresh perspective, has no organisational agenda and provides a safe environment in which staff can be open about their doubts, ambitions and challenges.
Specific situations in which external coaching offers added value:
- An employee is unsure which direction to take and needs career guidance
- The organisation is undergoing a change that will affect existing positions and roles
- An employee is finding it difficult to make effective use of his or her talents
- There is a need for scientifically grounded insights into behaviour and cognitive preferences
- Internal discussions have reached an impasse and a neutral third party is required
External guidance is not a sign of weakness in internal policy. On the contrary, it is a sign of a mature organisation that understands that some issues benefit from specialist expertise from outside.
How Nieuwkans helps with sustainable employability
We provide practical support to organisations and employees in developing and implementing a sustainable employability policy. Our approach is always bespoke: rather than a standard programme, we offer guidance tailored to the specific circumstances of the organisation and the individual employee.
What we offer:
- Two interactive sessions aimed at sustainable employability, both now and in the future, enabling staff to gain an understanding of the organisation’s vision and what that means for their role
- The BrainsFirst methodology: a scientifically based talent assessment using online brain games that identifies natural talents and cognitive behavioural preferences
- Personal career guidance for staff seeking guidance on their professional development
- Support for managers when conducting effective development reviews
- An approach aimed at increasing productivity, enhancing job satisfaction and preventing unnecessary staff turnover
Would you like to know how we can support your organisation? Take a look at our sustainable employability programme or Please get in touch with us for an informal discussion.