Do managers really care about employees’ long term goals?

[Anonymous]

Only to the extent they fear you will leave if you are not moving towards them. Otherwise, they do not care.

[Anonymous]

Anonymous wrote:Only to the extent they fear you will leave if you are not moving towards them. Otherwise, they do not care.

This is about right.

Your stated goals are a window into your mindset. I would be careful about articulating goals. It may be used against you.

[Anonymous]

I totally do care and am genuinely happy for employees when they decide to move on. I'm in a role where its probably good at the analyst level that they don't stay forever. While they are there I try to create opportunity for them, but if they decide to move on, I celebrate with them, and genuinely try to be helpful.

I also manage people out who are not a good fit. Those employees often move on also, but many of them, realize it or not, were managed out.

[Anonymous]

Anonymous wrote:

Anonymous wrote:110 percent care deeply. But 99 percent of employees won’t tell you their long term goals. Sure in a review might say want a promotion or raise but that is not a long term goal.

And some won’t tell you as have no long term goal. And if they do some are useless.

For example, been bugging this 38 year old woman on goals. Finally after three years she said her goal is in 3-5 years move back to her home country and retire. She is only here her husband’s work as he is in rotation in USA from our county. Fine with me.

My goal is to milk it till retirement.

My one staff goal is to milk it till he gets canned, take a few months off then find someone else to hire him. Found out every 2-3 years gets fired then milks unemployment 6 months, Thats his goal, dude is a 40 year old happy single guy

How do you suggest people respond when their career goals mean they would have to leave your organization? E.g. that job title is not available at your org or you dont serve the kind of client they want.

As a worker this feels scary to share because maybe you’ll be out of the runnibg for a promotion

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I can see that. But my staff zero of them have a future in my dept. They have to quit or transfer depts. So their future is that. Last three staff success stories involve two transferring departments for promotion and one going to competitor in same dept for promotion. All the rest just get frustrated and quit. I can see why.

The one person I rattled off ex employees I keep in touch with and like 5 make more than me and had bigger jobs. I keep in touch, gave references.

In smaller companies, depts like Audit, Compliance, Accounting none of staff usually qualified for head role, and if they did have one it is already in succession plan. In Big 4 90 percent of staff don’t make Partner and have to get out. My big 4 days of course my future plan discussion included my exit plan if don’t make Partner.

I had a staff two years ago who quit. Never said a word just stewed when asked about future goals. On his last day he states his goal is to join big 4 and he is quitting to join a firm just below big 4 do 2 years and then apply big 4.

Long pause I go you do know I am friends with the Head Partner at KPMG and PwC I could have made a phone call to get you interviews if you had told me. What do I care if a junior staff quits. And looks bad for me this guy quit as he was thinking he was in a dead end

[Anonymous]

Anonymous wrote:I'm in the public sector and yes. My goal with every single one of my employees is for them to move on to bigger things and to become experts.

Probably unique to public sector though, these employees don't want to move up, nor take on more work for more pay, nor supervise. My employees make almost the same as me, but I have a lot more stress as a supervisor.

This is like 90% of the Federal workforce.

[Anonymous]

Anonymous wrote:I totally do care and am genuinely happy for employees when they decide to move on. I'm in a role where its probably good at the analyst level that they don't stay forever. While they are there I try to create opportunity for them, but if they decide to move on, I celebrate with them, and genuinely try to be helpful.

I also manage people out who are not a good fit. Those employees often move on also, but many of them, realize it or not, were managed out.

Why not just give them a package instead of playing games that take energy? Their productivity is probably going down anyway.

[Anonymous]

Probably unique to public sector though, these employees don't want to move up, nor take on more work for more pay, nor supervise. My employees make almost the same as me, but I have a lot more stress as a supervisor.


This is like 90% of the Federal workforce.

No it isn't. There are always people who want to move up, even at non-prestigious agencies. There are also always people who don't care and want to stay where they are. I would put it more at 40/60 than 10/90.

[Anonymous]

Anonymous wrote:

Anonymous wrote:I totally do care and am genuinely happy for employees when they decide to move on. I'm in a role where its probably good at the analyst level that they don't stay forever. While they are there I try to create opportunity for them, but if they decide to move on, I celebrate with them, and genuinely try to be helpful.

I also manage people out who are not a good fit. Those employees often move on also, but many of them, realize it or not, were managed out.

Why not just give them a package instead of playing games that take energy? Their productivity is probably going down anyway.

My job we just fire them, the pip thing just sucks for everyone. Drags it out. Also worse for person.