Robert Kaplan, Harvard Business School's professor of accounting, advises organizations to treat the initial scorecard as a hypothesis, a theory of business. Prepare Managers to Become Career Coaches. Managers no longer need to feel they are grooming employees just for promotion, either within or outside of their departments. Instead, employees may find job satisfaction by moving laterally or by enriching their present positions with different responsibilities. Helping employees develop their skills and increase their knowledge strengthens the whole team.
Employees feel valued and are more efficient when they can perform more job functions.
Managers who do not encourage career development may lose productive employees when positions are eliminated or people become dissatisfied. Thus, it is crucial for managers to assume a coaching role and accept a few additional responsibilities. Because the old career paths are gone, employees need to take some more responsibility for managing their careers. However, they need some assistance in that process. Successful companies give them the resources, and it is up to managers to communicate that message by acting as career coaches.