Cultivating growth and appreciation in any workplace

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Many organizations talk about professional development, offering a program here or a workshop there. While these initiatives are valuable, they miss a crucial point: employee development isn’t merely a program; it’s a deeply embedded culture.

For 24 years, I’ve had the privilege of witnessing the impact of the dedicated employees at Penn-Mar Human Services, a nonprofit that empowers individuals with intellectual and developmental disabilities to pursue their best lives. Though the human services industry has always faced high turnover and low recruitment, Penn-Mar has met these challenges head-on by adhering to a simple key to success: cultivate a culture of unwavering commitment to our team.

But this approach isn’t unique to Penn-Mar, or even nonprofits. It’s a universal truth that can transform any company, in any industry.

It starts by embedding talent and career development, along with succession planning and a strong “promote from within” philosophy, directly into an organization’s DNA. Penn-Mar’s internal Career Ladders program, for instance, isn’t just a standalone offering; it’s a core component of our identity. Launched in partnership with the National Alliance of Direct Support Professionals, Career Ladders recognizes the vital work of DSPs, addresses industry challenges, and improves employee recruitment and retention. Its success even earned us the prestigious national Moving Mountains Award in 2018.

So, how do you build this kind of culture? It starts with an honest self-assessment, particularly of your management team. Are managers empowered and encouraged to develop their replacements without fear? Is there an absence of the “not my job” mentality when it comes to training future talent? This shift in mindset takes time and deliberate effort. You can’t just mandate a training program and expect magic. The strategic initiative must be deeply influenced by the desired culture, and it all starts with relationships.

Consider the power of a simple weekly one-on-one meeting, not just for updates, but for meaningful conversations about growth. Supervisors and managers are critical here, as they’re the ones who recognize potential in people, often before individuals see it in themselves. For many in entry-level positions, a job is just a job – a means to pay bills. A manager’s role is to help them envision a career, to see their capabilities and chart a path to success they might never have considered, using their skills and strengths as the foundation.

When you tell an employee, “You excel at this, and you can do even more,” it changes their internal narrative, helping them overcome self-criticism and the baggage they might carry from past experiences. This appreciation and validation combat disconnection, boredom, and the dreaded “quiet quitting,” ensuring employees feel valued, not expendable. More importantly, it shows you care about them, fostering the first sprouts of loyalty.

And investing in people isn’t about pushing more work but inspiring them to embrace new challenges and opportunities. For professional development to succeed, organizations must commit to providing the necessary support — covering roles during training, ensuring work doesn’t pile up, and making resources available. Management buy-in is critical. Without it, even the best-designed program will falter.

Building a culture of growth requires a clear strategy that turns good intentions into actionable steps.

First, your leaders must show their commitment to fostering an environment where they want to develop talent. This essential shift ensures that the entire organization is aligned with the core purpose of growth, for the good of the company.

Next, develop a strategic program. Don’t feel pressured to reinvent the wheel by developing something completely new. Consult with organizations already running successful programs, learn from their experiences, and adapt best practices to your needs. Designate a point person to oversee the program and make sure it’s moving forward. Critically, define clear metrics of success from the outset — whether it’s increased retention, improved recruitment, or a higher percentage of internal promotions. These metrics will guide your efforts and allow for necessary adjustments. Also, honestly assess if you have the resources to avoid simply piling new tasks onto existing workloads.

Finally, get your program started — but be prepared for changes! A development plan isn’t static, and it needs to evolve with the fluid needs of the company and your people. What works today might need adjustment tomorrow. While the core “why” behind your efforts remains constant, the “how” might need to pivot based on feedback and results. This process ensures your program stays relevant and impactful over time.

At Penn-Mar, our success isn’t just about our Career Ladders program, but it’s about a deeply ingrained culture of talent development. This multi-pronged approach, spanning all levels and divisions of our organization, ensures that every employee feels their potential is recognized and supported. When you invest in your people, you create a trained, engaged, and loyal workforce—in other words, a recipe for undeniable success.

Jen Skelly is Director of Pennsylvania Operations at Penn-Mar.