Why learning doesn't mean leaving: Loyalty and ambition needn't be contradictory

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Many progressive organizations who do not need any convincing of the value of learning and who commendably strive to enhance the individual performance of their people within a framework of organizational learning, can face an undeserved difficulty: the greater the increase in a worker's employability, the greater the risk that they may sooner rather than later say: “Thanks for all you've done for me but it's time to move on.”

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2012), "Why learning doesn't mean leaving: Loyalty and ambition needn't be contradictory", Development and Learning in Organizations, Vol. 26 No. 1, pp. 29-31. https://doi.org/10.1108/14777281211189191