Collector - May 2018 - 13
Professional Credit also offers a path
for aspiring managers through its formal
leadership and management development
program, Leader U.
But the company didn't create this
approach overnight-it took a lot of
planning to develop each career path. Purcell
recommends agencies set aside time for
brainstorming sessions with departmental
leadership to discuss and document some of
the differences between the responsibilities
of lower-level and more senior employees.
"Talk about what is valuable in terms
of compensation, and you'll begin to get
an outline," he said. "We do find these get
refined over time, and we're OK with that.
It's better to get something in play that gets
improved over time than wait to try to perfect
something and never get it in play at all."
3. CONDUCT REGULAR CHECK-INS
Just because a new hire tells you, "I'm only
doing collection work until I graduate from
college," don't count that person out of your
Krueger pointed out that employees who
plan on careers in industry-adjacent fields
of workers leaving
their jobs cited
as the deciding
factor to quit.
SOURCE: WORK INSTITUTE
like finance or social work often discover
that collection work develops similar skills
and provides new opportunities.
"Once you graduate from college,
you don't move into a management
position just because you have a degree
in management," she noted. "But we tell
people that when you invest time in a
company that prioritizes promoting from
within, you actually can make career
moves like that."
Expectations and goals are always
evolving, which is why it's important
to have ongoing conversations with
employees about their career ambitions.
Your annual, quarterly or monthly
employee reviews and check-ins should
include those discussions.
CBE managers do a lot of informal
mentoring, keeping an eye out for promising
employees who lead without a title.
"They know that if they want to go to the
next level, it's easier to be promoted if you have
already found your replacement," Krueger
said. "So if I'm a supervisor and I want to be
a manager, I'm thinking about who I can help
develop to take over my role by giving them
constructive feedback and stretch assignments."
Encourage employees to take
accountability for their actions and to
learn from their mistakes.
Krueger noted, "When we're considering
someone for a new position, we don't say,
'Remember two years ago when you made
that mistake?' It's how you came out of it that
counts. It's not about the mistake you made,
but what you did the next day and the day
Anne Rosso May is editor of Collector