case study on career planning and development

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The Power of Cross-Training for Lease Administrators

Professional Alternatives

DECEMBER 28, 2023

Firstly, it provides career development opportunities for lease administrators, allowing them to expand their skill sets and increase their marketability. By gaining expertise in contract management, lease administrators become more versatile and can pursue new career paths within their organizations or even in different industries.

Case Study: The Value Of Pay Transparency And How To Implement It

HR Tech Girl

JULY 5, 2023

They can leverage this knowledge to request appropriate compensation adjustments, promotions, or career development opportunities. People become empowered to assertively discuss their compensation, ultimately helping dismantle systemic barriers and supporting professional growth.

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The report features case studies with two local governments—the city of Sunnyvale, California and Hennepin County, Minnesota, and one state government, Tennessee—whose leaders are committed to creating opportunities for employees to grow and thrive. Trish Holiday stresses the importance of building a learning culture.

How Systematizing Career Development is Giving PSAV a Competitive Edge

OCTOBER 12, 2018

Our employees value career development opportunities, but too often our informal, unstructured process meant a brief conversation during a performance review, or if there is an excellent manager, a team conversation about career paths.

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From webinars to publishing more global case studies than any human capital management research and advisory firm, Brandon Hall Group provides actionable insights on critical HCM topics every day. Brandon Hall Group Publishes 2020 Award-Winning Case Studies . Learning & Development . Register here.

9 Best HR Courses for Beginners to Check Out Right Away

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These courses provide essential insights and skills that help you start a rewarding career in the evolving field of Human Resources. Look for programs that include practical aspects such as case studies , real-world scenarios, and interactive exercises.

Cafe Classic: Rethinking Compensation Training

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JANUARY 27, 2020

Why not take a pressing business issue -- staffing up, staffing down, introducing a new product, reducing margins -- and turn it into a talent management case study ? One of the great suggestions in the McKinsey Quarterly article is to monitor participants' career development after the training.

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By leveraging technology, IHG can analyse employee data and make informed decisions on talent management, including career development and training opportunities. By leveraging the power of data, IHG is able to make informed decisions on talent management, career development , and training opportunities.

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Our partnership with BUSY At Work has allowed us to integrate our platform into their career coaching services, enabling data-driven career development decisions and helping individuals from any background find the right career paths.

Thinking of Changing Performance Reviews? Focus on These Core Components

MARCH 13, 2018

Career development is a critical part of the larger talent conversation. The recent ADTRAN case study we published exemplifies this well. The firm has used hackathons to tie together disparate pieces of its HCM strategy: branding, retention, skills development , and more.

What Is The Average Employee Retention Rate by Industry? [2021 Update]

APRIL 10, 2021

Training can range from career development opportunities to financial wellness programs. In a recent case study , we learned that one DailyPay partner— a senior living facility—was able to reduce turnover by more than 7%. What can you do to cultivate loyalty to from your employees? Employee Training.

The Power of Investing in Employee Development

JANUARY 25, 2024

Your Key Takeaway If you need one takeaway, it’s this: Investing in your team’s development is not just a nice-to-have; it’s the master key to a vibrant, empowered, and future-ready organization. They aren’t just seeking a cushy paycheck; they’re looking for a company invested in their career development .

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This can take various forms, including blog posts, whitepapers, case studies , videos, and social media posts. By sharing insights into company culture, career development opportunities, and industry trends, organizations can position themselves as thought leaders and attract candidates who are aligned with their values and vision.

Why Investing in Employee Development is Critical for Improving Retention

APRIL 17, 2023

This highlights the importance of investing in employee development as a way to attract and retain top talent in today’s competitive job market. Additionally, a survey by LinkedIn found that 94% of employees would stay at a company longer if it invested in their career development .

People Analytics and HR-Tech Reading List

Littal Shemer

OCTOBER 11, 2022

With case studies and thought leadership insights from companies who have leveraged people analytics to improve culture and employee engagement, increase performance and reduce costs, this book shows how and where HR analytics can make a tangible difference to organizations” Employee Surveys and Sensing: Challenges and Opportunities William H.

#BersinIMPACT: Mentoring for Career Development ~ HR to HR 2.0.

Strategic HCM

APRIL 16, 2012

BersinIMPACT: Mentoring for Career Development . The other process area that seemed to get a fair amount of focus at Bersin Impact, other than performance management , learning / leadership development , and recruiting , was career development . Five Simple Goal-setting Guidelines. 1 year ago. Advertisements.

5 Ways to Transform Employees into Brand Ambassadors

DECEMBER 4, 2023

Invest in career development . SHRM reports training and development can significantly impact employee engagement. Through this process, ensure you align employees with your purpose, recognize their contributions, and prioritize career development . The best recognition highlights a specific behavior (e.g.,

A Guide to Starting a Mentoring Program

Insala Career Development Blog

JULY 30, 2021

Benefits of Mentoring Steps to starting a mentoring program Case study . How to Start a Mentoring Program. Table of Contents What is a mentoring program? Why have a mentoring program?

A Complete Guide to the Employee Experience

JULY 14, 2023

Career Development and Performance Management Last but by no means least, career development and performance management are significant elements of employee experience. You want to provide your staff opportunities to enhance their career and skill set while engaging them with performance management.

Growing a Healthy Compensation Program -- Part Two

MAY 29, 2018

So let's look at what can be learned from the case study of a start-up that quickly grows into a thriving mid-sized company. Margaret O'Hanlon, CCP brings deep expertise to discussions on employee pay, performance management, career development and communications at the Café.

How to Improve Your Compensation Communications

AUGUST 18, 2020

To illustrate, here's one of the message statements for a new Career Development program that's being introduced, in part, to put the culture of the company into action: 'We are embedding Talent Management practices more fully at all levels of the company so we share a clarity of purpose worldwide that supports our "Smart Growth" initiative.'

Behave Yourself

NOVEMBER 5, 2018

I shared a case study with Dr Bob which showcased how we used the SCARF methodology to enhance a major technology company's performance management strategy. Managing employee performance has moved from annual write ups to high touch, systematic career development . Bob Nelson's new book "1001 Ways to Engage Employees".

The SHRM Blog

What Can the Novel Coronavirus Teach Us About Compensation Communication?

MARCH 17, 2020

The fact is, the virus' emergence gives us a case study that aligns in a perfect way with pay-for-performance communication. The bold-faced words in the paragraphs above trace a classic "change communications" model through the case study . "Who isn't aware?" you may think. And what does that have to do with comp?

Episode 380: Astrology and Human Resources With Jessica Munson

JANUARY 5, 2023

Join host Jessica Miller-Merrell, founder of Workology.com as she sits down and gets to the bottom of trends, tools, and case studies for the business leader, HR, and recruiting professional who is tired of the status quo. She is a certified career counselor and holds several certifications for her work in Human Resources.

Unlocking Potential: Transformational Experiences for Employee Wellbeing

Center for Coaching

External seminars on leadership development and emotional intelligence can also provide employees with the tools for success. The workshops can also include hands-on projects, case studies , and group discussions, providing a dynamic andinteractive learning experience.

Where Are We Headed After Covid in 2021?

MAY 27, 2021

They walk through a case study of a company deciding whether they need to change job pricing as a result of increasing remote work. Margaret O'Hanlon brings deep expertise to discussions on employee pay, performance management, career development and communications at the Café.

How to Build a Leadership Development Program

SEPTEMBER 26, 2022

A leadership development program should include various learning methods such as lectures, group discussions, career development , case studies , role plays, leadership training, and simulations to engage participants’ minds during training sessions. Learning Methods.

HR Tech Conference 2021: Why EX is at the forefront of HR technology

HRExecutive

JULY 19, 2021

At HR Tech, you will be able to hear these (and other) case studies and research reports on the employee experience—and then follow up in our Expo Hall for live, hands-on demonstrations where you can engage with all the leading HR technology providers.

What are the best HR graduate programs in the US?

JANUARY 11, 2023

With its focus on developing analytical skills for problem-solving and decision-making, the program ensures that its graduates are prepared to enter the HR profession with confidence. The university also offers numerous resources for career development , including internships, networking opportunities, and job search assistance.

Improve Performance by Expanding Solutions

JULY 5, 2018

One of the great things about books is they’re often the source of case studies . Right there, you get proven solutions about how an organization was faced with a problem, developed a program, and measured results. If you enjoy reading, look to books for models, theories, and stories about how to solve problems.

Case Study: How Google Boosts its Employees’ Engagement

OCTOBER 4, 2020

Career development . The career development program of Google is one that ensures incentives are provided to employees to meet their professional and personal progression. The post Case Study : How Google Boosts its Employees’ Engagement appeared first on The 6Q Blog. Image: Pexels.

6 reasons why people love working in HR

HR practitioners have a unique opportunity to impact the lives of employees in various ways, from recruitment and onboarding to career development and even conflict resolution. If you’re a people person who loves engaging, helping and interacting with people, HR can certainly provide a fulfilling career .

How Google Used Data to Validate the Impact of Good Managers

JULY 20, 2016

This case study is an excerpt from the i4cp report The Promising State of Human Capital Analytics

How to Use a Message Platform for Compensation Communications

AUGUST 27, 2020

We'll go over a mini case study in a minute. Can you use key messages in a more typical compensation year than this case study is describing? Margaret O'Hanlon, CCP brings deep expertise to discussions on employee pay, performance management, career development and communications at the Café. Absolutely.

A Leader’s Guide To Identifying Employee Strengths and Weaknesses

NOVEMBER 9, 2023

Conversely, identifying and managing weaknesses can prevent potential pitfalls and enable a proactive approach to career development . The essence of this article is to explore the nuanced art and science of discerning and developing diverse talents within a workforce. Here’s a roadmap to best practices in this endeavor: 1.

Employee Experience Examples: 8 Companies that Offer Great EX in the Workplace

APRIL 20, 2022

Experiences offered: The company has not only raised the minimum wage to $70000 for all employees but also offers flexible/variable working patterns, supportive management and a positive work environment, regular SEND sessions, internal career progression, free food, and drinks, etc.

Talent Mobility as a Key Business Practice

JUNE 16, 2017

If businesses are relying solely on managers to have these conversations and open up these opportunities, they are missing out, because our research with hundreds of HR executives shows that managers just aren’t that great at having career development conversations. .

HR & An Employee Engagement Platform - A Pairing That Works To Elevate Workplace Experience

DECEMBER 18, 2023

Modern HR professionals who are equipped with comprehensive education are now pivotal in crafting strategies for employee engagement, diversity and inclusion, and career development .    Case Study : Salesforce's journey in enhancing employee engagement exemplifies a model approach.

4 Hiring Best Practices for Startups

Culture Counts

JUNE 3, 2021

Hiring team conducts a group case study with candidate “ how would you approach our problem step by step? Are there a plethora of opportunities for learning and career development based on their interests? Can you walk me through some times you did x, y, z? What was your approach? what were the challenges?

Save the date for the 2022 HR Tech Virtual Conference

OCTOBER 11, 2021

The completely virtual event will feature more than 55 hours of online sessions that examine the latest HR technology trends and best practices, and explore case studies and actionable applications of how HR technology can support today’s new work reality.

Talent Acquisition Best Practices for Startups

MAY 20, 2021

Hiring team conducts a group case study with candidate “ how would you approach our problem step by step? Are there a plethora of opportunities for learning and career development based on their interests? Hiring manager conducts situational discussion “our main needs right now are x y and z. What was your approach?

8 Outstanding Educational Online Resources & Books for HRs

Vantage Circle

MARCH 1, 2021

Apart from an official certificate, HR.com also offers a lot of other useful learning opportunities: White papers, case studies , and other research. These online events are hosted by people in senior HR management positions and often offer unique insights and real-life case studies . What makes HR Bartender so unique?

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This is not me

Redesigning the Nursing and Human Resource Partnership pp 81–92 Cite as

Career Planning and Development

• Yupin Aungsuroch 4 ,
• Joko Gunawan 5 &
• Mary L. Fisher 6  
• First Online: 06 November 2021

395 Accesses

1 Citations

The World Health Organization designated 2020 as the year of nurses, making that year the first for such international recognition of the crucial role of nurses in every country. Nurses have shown themselves to be the real heroes in the battle of the COVID-19 pandemic. Are nurses only needed during a pandemic? No. Nurses toil relentlessly over their entire careers. Many nurses do not actively pay attention to managing their careers. How can their workplaces provide career advancement opportunities, mentor career advancement in their staff, and work harder at retaining these knowledge workers? This chapter discusses career planning and development for nurses; its steps, concerns and recommendations are highlighted. Examples of career planning and development of nurses in hospital settings are also offered.

• Career planning
• Development

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Gunawan, J., Aungsuroch, Y., Fisher, M. L., McDaniel, A. M., & Marzilli, C. (2020). Managerial competence of first-line nurse managers in public hospitals in Indonesia. Journal of Multidisciplinary Healthcare, 13 , 1017. https://doi.org/10.2147/JMDH.S269150

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Indiana University School of Nursing, Indianapolis, IN, USA

Mary L. Fisher

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Aungsuroch, Y., Gunawan, J., Fisher, M.L. (2022). Career Planning and Development. In: Redesigning the Nursing and Human Resource Partnership. Palgrave Macmillan, Singapore. https://doi.org/10.1007/978-981-16-5990-4_7

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Case Study : Job Selection and Career planning: Unwinding the dilemma

2013, Journal of Contemporary Research in Management

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Every employee has a career goal he or she wants to achieve. In achieving his or her career, an employee will explore all available opportunities. Career planning is an effort made by individuals in setting goals or achieving desired career goals. This includes activities such as analyzing the abilities possessed, interest in work, values, to identify goals that need to be achieved in supporting the desired career. Looking at the current reality, many companies are experiencing changes caused by the coronavirus pandemic. This problem is felt not only by companies but also by employees because it can hinder their careers. This research is expected to provide insights on individual career planning and the role of organization in career management. This study shows there is a significant relationship between career planning and career management.

Shehu Yahaya Tsagem

The paper looked at issues concerning choice of career among students. After a brief look at what career choice and development is, the paper describe some terms associated with career; terms that a considered synonymous by many but are actually different. The paper was based upon the system theory which focuses on the importance of society and the environment along with individual differences and it was also based upon the chaos theory which focuses on the complexities of social realities and the unpredictable incidents they will generate. Furthermore, the paper discussed on the various assumptions or perspectives underlying career choice like opportunities and choices should be available for all people, regardless of sex, socioeconomic class, religion, disability, sexual orientation, age, or cultural background. Attempt was also made to discuss on some of the classification of occupational types though the thousands of occupations are known to be existing in the world of work. Likewise, factors that are known to affect occupational choice and types are carefully elucidated. General process of career choice were discussed which involves facilitating greater self-awareness, linking individuals to resources containing labour market information, increasing awareness of options, assisting with the decision making process, and teaching job search strategies.

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Career Selection & its Various Determinants

Asian Journal of Education and Social Studies

Niranjala Tennakoon , Janani Lasanthika

Existence of Career Decision Making Difficulty (CDD) is lightly addressed in the career planning and career management body of knowledge. The purpose of this explanatory study was to test the prevalence and the nature of the CDD specifically among the Sri Lankan undergraduates. An explanatory study was carried out with the data of filed survey of 108 valid responses those represent the Sri Lankan universities. The instrument of three facets of CDD [1] was used as the principle measure of responses. Results showed the prevalence of significant level of CDD among undergraduates of Sri Lanka universities. The lack of readiness appears prior to the career decision making process and the great level of CDD is supported by lack of readiness. Lack of information and inconsistent information are too significantly contributing CDD among undergraduates during the career decision making process. Lack of readiness of Sri Lankan undergraduates is mainly due to their dysfunctional belief and gene...

International Journal of New Trends in Social Sciences

Mustafa TANDOĞAN

In parallel with rapidly changing world, in self-renewing business life, individuals have to determine their own career path properly and the organisations have to choose up the employees who will make them superior, provide the added value and make progress consistently. This necessity caused career management to be appeared. Thus, individual-organisation integration was supplied bringing need-based targets into conformity with the organisations' future goals. At this stage with career planning, both individuals have to determine their own goals and the organisation also has to analyse to what extent it can provide these requirements. A well organised career planning carries weight in the terms of supplying prudential productivity. Thereby, the sustainability of career management and planning is possible with a career development system. Career development is a process which contains to provide the facilities of improving the personnel's knowledge, skills and talents. Thus,...

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Professional development and career planning for nurses working in care homes for older people: A scoping review

Joanne m. fitzpatrick.

1 Care for Long Term Conditions Research Division, Florence Nightingale Faculty of Nursing, Midwifery & Palliative Care, King's College London, London UK

Leda A. Bianchi

2 Institute of Psychiatry, Psychology and Neuroscience, King's College London, London UK

Nicky Hayes

3 King's College Hospital NHS Foundation Trust, London UK

Tiago Da Silva

Ruth harris, associated data.

Data sharing is not applicable to this article as no datasets were generated or analysed during the current study.

A skilled, knowledgeable, and compassionate nurse workforce is pivotal to caring well for older people living in care homes. This requires the provision of continuing professional development and career planning for nurses, which are key also for nurse recruitment and retention. Continuing professional development and career planning strategies and interventions should be evidence‐driven.

To identify the extent, range and nature of contemporary evidence regarding professional development and career planning for nurses caring for older people living in care homes.

The methodological framework used was the Joanna Briggs Institute guidance for scoping reviews. The PRISMA extension for scoping reviews was used as the reporting framework. Four databases were searched from January 2010 to July 2021. Results were screened independently by two reviewers using eligibility criteria. Full texts and the reference lists of eligible articles were reviewed. Data were extracted for key elements from the 25 articles included.

Of the 25 articles, the majority were authored in the United States ( n  = 10) and UK ( n  = 8) with the remaining from Australia ( n  = 3), Canada ( n  = 3) and the Netherlands ( n  = 1). Four articles reported on professional development programmes. Three literature reviews addressed challenges for nurse participation in professional development, experiences of care home nurses as clinical leaders and managers, and leadership. Two expert commentaries reported on the challenges related to professional development and career planning for care home nurses. Sixteen empirical studies investigated a range of topics including: competencies, roles, intention to stay and leave, continuing professional development, and leadership. Key emergent factors that support professional development and career planning were as follows: access to structured learning opportunities addressing knowledge and skills specific to nursing frail older adults, a supportive working environment including adequate staffing, study time and flexible working, and integration of leadership development.

Conclusions and implications for practice

This scoping review has highlighted factors that support and challenge professional development and career planning for nurses working in the care home sector. There remain important gaps in the opportunities for professional development and career planning for care home nurses that warrant attention.

Summary statement of implications for practice

What does this research add to existing knowledge in gerontology.

• Nurses working in care homes for older people are specialists in gerontological care.
• Factors that support professional development and career planning include access to structured learning opportunities addressing knowledge and skills specific to nursing frail older adults, a supportive working environment, and integration of leadership development.
• The potential for a certified programme of professional development with different career pathways for nurses in the care home sector is worthy of consideration.

What are the implications of this new knowledge for nursing care with older people?

• High‐quality care and quality of life for older people living in care homes require investment in professional development and career planning for nurses.
• It is important that early career nurses choosing a career in the care home sector are supported to follow a programme of professional development to include competence development, career coaching and mentorship.
• There needs to be parity for the continuing professional development and career planning of all nurses, irrespective of work setting.

How could the findings be used to influence policy or practice or research or education?

• Continuing professional development could be mapped to national career pathways for the care home gerontological nurse workforce.
• How professional development might contribute to a specialist qualification in gerontological care home nursing warrants further examination.
• Evaluation of professional development programmes should be conducted, investigating outcomes for nurses, residents, families/friends and care organisations.

1. INTRODUCTION

Globally, older people requiring 24 h care may live in a variety of long‐term care facilities that include care homes providing nursing and/ or residential care. In the United Kingdom (UK), there are over 5000 nursing care homes and 12,000 residential care homes (Carehome.co.uk,  n.d ) caring for around 400,000 older people (Laing‐Busson,  2018 ). There are ongoing challenges in the recruitment and retention of nurses in the care home workforce (MAC Revealing Reality,  2022 ). Since 2012/13, there has been a 33% reduction in the number of nurses working in adult social care in England ( n  = 17,000) (Skills for Care,  2021 ), with a 41.5% turnover for nurses in nursing care homes in 2019/20 (Skills for Care,  2020a , 2020b ). These challenges are influenced by factors such as a career in gerontology not being attractive to nurses (Naughton et al.,  2019 ), care home nursing not having parity of esteem with hospital nursing (Fitzpatrick, Hayes, et al.,  2021 ), variability in professional development opportunities (Oung et al.,  2021 ) and career pathways (Skills for Care NCF, 2016), and the influence of factors such as organisational culture (Choi et al.,  2011 ). Exacerbating these shortages are issues such as the COVID‐19 pandemic (Garrett,  2021 ; OECD,  2021 ; Spilsbury et al.,  2021 ), and for the UK, the impact of the UK leaving the European Union (Read & Fenge,  2019 ). For the year 2020–21 in England, an estimated two in five nurses left their post (equivalent to approximately 11,000 leavers), with an estimated vacancy rate of 9.9% (approximately 3200 nurses, Skills for Care,  2020a , 2020b , 2021 ).

Complexity of conditions and care needs of the older person living with frailty requires a co‐ordinated, multidisciplinary approach using comprehensive, holistic assessment to plan and provide high‐quality, person‐centred care (British Geriatrics Society,  2021 ; Gordon et al.,  2014 , 2022 ). Key to achieving this is a skilled, knowledgeable and compassionate registered nurse (RN) workforce (Fitzpatrick, Hayes, et al.,  2021 ). Specialist training in older people care, including core competencies, has been recommended for all care home multidisciplinary team members (British Geriatrics Society,  2021 ), with calls also for a specialist practitioner qualification in adult social care nursing (Meyer et al.,  2021 ). Core competencies for nurses working in UK care homes were published in 2017 but have not been implemented nationally (Stanyon et al.,  2017 ). More recently, the UK Queen's Nursing Institute (QNI,  2021 ), commissioned by National Health Service (NHS) England and NHS Improvement, led on the development of standards of education and practice for RNs new to working in the care home sector. The standards are organised into four domains: clinical care (13 standards), leadership and management (14 standards), facilitation of learning (5 standards), and evidence, research and development (6 standards). To date, the standards are not mandatory. This contrasts with established nursing competencies and standards in countries such as Canada (CGNA,  2020 ).

These issues reaffirm continuing professional development and career planning as important policy priorities to recruit and retain nursing excellence. This scoping review of the evidence about professional development and career planning for nurses working in the care home sector was conducted as part of a wider study funded by the Royal College of Nursing Foundation to develop a gerontological education‐career pathway for early career nurses working in care homes.

The aim of this scoping review was to understand the extent, range and nature of evidence regarding professional development and career planning for nurses working in the care home sector caring for older adults.

A scoping review design was chosen because it is suitable for mapping and providing an overview of evidence in the field (Aromataris & Munn,  2020 ). The methodology used was the Joanna Briggs Institute (JBI) guidance (Peters et al.,  2020 ), an internationally recognised, comprehensive framework for conducting scoping reviews. Adopting this design and methodology facilitated insight into the concepts of professional development and career planning, the population being RNs, and the context being care homes caring for older people. The Preferred Reporting Items for Systematic Reviews and Meta Analysis (PRISMA) Extension for Scoping Reviews was used as the reporting framework (Tricco et al.,  2016 ).

3.1. Eligibility criteria

To be included in the review, articles needed to have addressed career planning and/or professional development for RNs working in care homes caring for older people. No limits were applied to the population of RNs. Articles were included if they were as follows: published between 2010 to the present date to capture the latest evidence; primary research; literature reviews; scoping reviews; systematic reviews; doctoral theses; and expert commentaries. Articles were excluded if they: did not address the review question; did not report methodological details; were not published in English; and were news articles, opinion pieces or editorials.

Four databases were searched from January 2010 to July 2021: Ovid Medline, Embase, PsycINFO and Global Health. These databases allowed us to conduct comprehensive searches for global papers relevant to the topic. Hartling et al.'s ( 2016 ) study of the contribution of databases to the results of systematic reviews found that a limited number of databases will identify most relevant studies. The search strategy was developed and refined by the team. Search terms included “registered nurse,” “older people,” “career pathway,” “professional development” and “long term care.” A reference list search was also undertaken. A full search strategy is presented in Box  1 . The results were imported into EndNote, and duplicates were removed. The grey literature was not searched.

Search strategy

(1) registered nurse* OR RN OR nurse practitioner OR licensed practical nurse OR LPN.

(2) older people OR older adult OR geriatric* OR elder* OR senior.

(3) career* OR career* path* OR career* planning OR career* development OR professional development OR education OR education career* pathway OR training OR nurs* education pathway OR staff development.

(4) care home OR long‐term care OR nursing home OR nursing care home OR residential home.

(1) AND (2) AND (3) AND (4)

3.2. Selection of sources of evidence

Two team members (JF and RH) independently screened the titles and abstracts to identify potentially eligible articles for inclusion. Any points of uncertainty or disagreement were discussed within the team and resolved. The same approach was used for full‐text review.

3.3. Data charting

A data charting form was developed that included the 12 item TIDieR checklist (Hoffmann et al.,  2014 ) for the reporting of interventions. Using this checklist helped us to examine how interventions were developed and implemented. The form was reviewed and finalised by three reviewers (JF, RH and TdaS). To assess inter‐reviewer agreement, the same three reviewers independently charted data from two eligible articles. Independent charting was reviewed by the team, with evidence of inter‐reviewer agreement. Data were extracted on key characteristics: title of the article, publication year, authors, country, aim(s) of the article, study design, description of the study setting and population, details of professional development and career planning interventions, findings about career planning and pathways, findings about professional development, and recommendations. Consistent with methodological guidance for scoping reviews, a quality appraisal of individual sources was not conducted (Peters et al.,  2020 ; Tricco et al.,  2016 ). A thematic analysis was used to synthesise the findings (Braun & Clarke,  2021 ). Following a process of familiarisation with the data, LB created and mapped codes. Similarities and differences across the codes were identified and transformed into potential themes. Themes were reviewed, defined and finalised by team members.

The search identified 321 articles from which 100 duplicates were removed, leaving 221 results for screening of titles and abstracts using the inclusion criteria. Thirty‐seven articles for full‐text evaluation were retrieved, and of these, 25 met the inclusion criteria (Figure  1 ). The three articles by Thompson et al. ( 2015 , 2016 , 2018 ) were retrieved from the author's PhD Thesis (Thompson,  2015 ).

PRISMA flowchart for selection of articles

4.1. Mapping the literature

Table  1 summarises the characteristics of the included records. The 25 articles were authored in the United States ( n  = 10), UK ( n  = 8), Canada ( n  = 3), Australia ( n  = 3) and the Netherlands ( n  = 1). Two expert commentaries reported on challenges related to professional development and career planning for care home RNs (Devi et al.,  2021 ; Santamaria & Lange,  2016 ). Four articles reported on bespoke professional development programmes for care home RNs (Aaron,  2011 ; Cramer et al.,  2014 ; Dassel et al.,  2019 ; Wasike et al.,  2019 ). Three reviews of the literature addressed deterrents to participation in clinical education for care home RNs (Schweitzer & Krassa,  2010 ), experiences of care home RNs as clinical leaders and managers (Dwyer,  2011 ), and leadership and RNs working after‐hours in residential aged care facilities (Nhongo et al.,  2018 ). Sixteen empirical studies investigated competencies (Stanyon et al.,  2017 ) and roles of care home RNs (Campbell et al.,  2020 ; Huizenga et al.,  2016 ; Thompson et al.,  2015 , 2016 , 2018 ); intention to stay (McGilton et al.,  2014 ); turnover (Hodgin et al.,  2010 ; Kash et al.,  2010 ); professional development (Cooper et al.,  2017 ; Corbett et al.,  2015 ; Dyck & Kim,  2018 ; Spilsbury et al.,  2015 ); and three studies focused on care home RN leadership (Fiset et al.,  2017 ; Venturato & Drew,  2010 ; Vogelsmeier et al.,  2010 ). The over‐arching themes identified were as follows: factors affecting nurses' career choices in the care home sector; promoting a career as a care home RN; professional development—content and methodologies; and barriers and facilitators for care home RNs' professional development and career planning (Figure  2 ).

Summary of included papers

Professional development and career planning for nurses working in care homes for older people.

4.1.1. Theme 1: Factors affecting nurses' career choices in the care home sector

Factors encouraging nurse retention.

For many nurses, a career in the care home sector is a rewarding one (Cooper et al.,  2017 ) and a factor that encourages nurses to stay in their job was intrinsic motivation and commitment to care well for older people living in care homes (Dwyer,  2011 ). Nurse resilience and persistence contributed to providing high‐quality care (Dwyer,  2011 ), with nurses wanting older people and their roles as nurses to be valued and respected by society. Job recognition and positive feedback can improve nurse morale, opportunities for empowerment, as well as improving care delivery and outcomes (Dwyer,  2011 ). Other positive factors included attractive salaries, flexible working, investment in professional development (McGilton et al.,  2014 ; Thompson et al.,  2018 ; Vogelsmeier et al.,  2010 ), strong relationships with peers and residents (Aaron,  2011 ; Hodgin et al.,  2010 ; Vogelsmeier et al.,  2010 ), standardising employment practices, offering orientation and mentorship programmes, flexible working arrangements (Devi et al.,  2021 ; Thompson et al.,  2015 ; Vogelsmeier et al.,  2010 ), and nationally developed career pathways (Spilsbury et al.,  2015 ).

Caring well for older people requires specialist skills (Aaron,  2011 ; Cooper et al.,  2017 ; Dassel et al.,  2019 ; Dwyer,  2011 ; Wasike et al.,  2019 ). Initial nurse preparation programmes were regarded as not exposing learners to gerontological care in the care home sector and not developing learners to care for older people living in care homes (Cooper et al.,  2017 ), and a call was made to set a gold standard for care home nursing (Stanyon et al.,  2017 ). A healthy work environment that focuses on the development of clinical leaders can improve productivity and a holistic care approach (Dwyer,  2011 ). Feedback on Wasike et al.'s ( 2019 ) development programme for care home RNs in leadership roles included the valued contributions of role models in challenging stigma around choosing a nursing career in the sector. Specialist roles such as nurse practitioner (NP) and other specialist pathways were advocated (Dwyer,  2011 ; Spilsbury et al.,  2015 ). For instance, NPs in a care home setting were reported as providing resident‐centred care through timely access to primary care, medication review, decreased transfers to hospital and more collaborative interprofessional practice (Campbell et al.,  2020 ). Initiatives such as a specialist gerontological qualification helped validate nurses' expertise and were positive for recruitment and retention (Aaron,  2011 ; Cooper et al.,  2017 ; Dwyer,  2011 ; Spilsbury et al.,  2015 ; Thompson et al.,  2015 ), as did new roles (Venturato & Drew,  2010 ). With a certification programme, nurses expected improved quality of care, with access to evidence‐based practice resources (Cramer et al.,  2014 ). Nurses felt a sense of accomplishment, enjoyed interacting with others and benefited from supportive networks (Cramer et al.,  2014 ). Nurses were more likely to stay in an organisation that valued high‐quality care, professional growth and preceptorship of new nurses enabling the sharing of knowledge and expertise (Aaron,  2011 ).

Factors encouraging nurses to leave their job

Lack of structured career pathways for care home nurses was reported (Cooper et al.,  2017 ; Devi et al.,  2021 ; Dwyer,  2011 ; Spilsbury et al.,  2015 ; Stanyon et al.,  2017 ; Thompson et al.,  2016 , 2018 ) and was perceived as having a negative influence on nurse recruitment and retention (Cooper et al.,  2017 ). Nurses considered leaving or had left the sector to work in hospital settings (Kash et al.,  2010 ; Spilsbury et al.,  2015 ; Thompson et al.,  2016 , 2018 ). For some nurses, working in the care home sector was viewed as unsatisfying (Cramer et al.,  2014 ), unchallenging and unrewarding (Spilsbury et al.,  2015 ; Thompson et al.,  2016 ), and lacking in opportunities to expand clinical skills and strengthen professional identity (Thompson et al.,  2016 , 2018 ). In contrast, hospital nursing was regarded as affording opportunities for better jobs and career advancement (Kash et al.,  2010 ).

Tensions related to the funding of care in the care home sector (Thompson et al.,  2016 , 2018 ) made some nurses feel uncomfortable. It created tensions between care, funding, and challenges associated with ‘selling’ beds and with self‐funding residents' expectations of care (Thompson et al.,  2015 ). Nurses did not feel prepared for this business component and experienced culture shock (Thompson et al.,  2015 ). Whilst some adapted, others chose to leave their jobs (Thompson et al.,  2016 , 2018 ).

Attracting, recruiting and retaining care home nurses were also difficult due to factors such as a lack of investment in the sector; shortages of nursing staff, with consequent excessive workloads; low public and professional perceptions of care home nursing; long unsociable hours; low pay and zero‐hours contracts (Devi et al.,  2021 ; Dwyer,  2011 ). Other factors influencing RN turnover were travel time to the workplace, facility conditions, difficult relationships with supervisors, resident behaviours and family needs (Hodgin et al.,  2010 ).

4.1.2. Theme 2: Promoting nursing careers in the care home sector

Nurses perceived that their peers in acute settings regarded aged care as lacking competency, having poor clinical expectations and working conditions (Dwyer,  2011 ), and with a predominant focus on residents' social well‐being (Thompson et al.,  2016 , 2018 ). It was suggested by some nurses that due to the more stable health conditions of residents, multidisciplinary input is not needed (Thompson et al.,  2018 ), and they doubted their ability to practice in an acute care setting (Dwyer,  2011 ). Some nurses felt isolated from and excluded by their hospital counterparts and less clinically skilled to the point of, for some, not feeling like a healthcare professional (Thompson et al.,  2018 ). Care home nurses reported being associated with the role of healthcare assistants, leading health staff in the acute sector and the public to think that they were less skilled (Thompson et al.,  2016 ). Also threatening RNs' professional identity were public views that care home nurses provide mainly personal care and further that this is considered ‘dirty work’ because it involves body fluids and waste (Thompson et al.,  2016 ). To cope with negative feelings, some nurses created their own professional identity giving themselves a new title of ‘care nurse’, acknowledging their health and social care roles (Thompson et al.,  2018 ). This aligns with nurses in Cooper et al. ( 2017 ) study who reported a positive image of the care home RN, having important responsibilities such as promoting dignity, personhood, well‐being, ensuring residents' safety and enhancing quality of care.

4.1.3. Theme 3: Continuous professional development—content and methodologies

Professional competence (knowledge, skills, and attitudes of the RN) was the focus of professional development in several papers. This included skills in communicating (Cramer et al.,  2014 ; Fiset et al.,  2017 ), personal care‐giving (Cooper et al.,  2017 ; Spilsbury et al.,  2015 ), managing long‐term conditions (Cooper et al.,  2017 ; Dyck & Kim,  2018 ), diabetic, respiratory and cardiac care (Dwyer,  2011 ), and manging the deteriorating resident (Wasike et al.,  2019 ). Professional development needs identified in Dyck and Kim ( 2018 ) exploratory descriptive study included knowledge and skills related to pressure ulcer care, infectious diseases, mental and emotional problems, and managing multiple long‐term conditions. Reflecting the view reported earlier that residents' health status is relatively stable, participants in Thompson's ( 2015 ) study reported that the care home nurse role requires less clinical skills related to acute conditions than other areas of adult nursing. However, they do require more social work skills to support residents and their families deal with internal family conflict and help prepare them for the intensity of their involvement with families. This is largely absent from nurse education programmes (Thompson,  2015 ).

Six papers addressed RNs' leadership development (Dwyer,  2011 ; Fiset et al.,  2017 ; Nhongo et al.,  2018 ; Venturato & Drew,  2010 ; Vogelsmeier et al.,  2010 ; Wasike et al.,  2019 ), and the development of management skills including communication, conflict resolution, assertiveness, teamwork and quality improvement (Dwyer,  2011 ; Fiset et al.,  2017 ; Stanyon et al.,  2017 ; Venturato & Drew,  2010 ; Wasike et al.,  2019 ). Participants in Wasike et al.'s ( 2019 ) six‐month development programme ‘recognised that more clinical leadership development is needed for care home nurses to transition through practice into specialised roles such as registered manager, advanced nurse practitioner or tissue viability nurse specialist’ (pg. 26).

RN leadership programmes were successful in increasing positive attitudes, confidence, skills in giving feedback, conflict resolution and valuing colleagues, leading to greater team efficiency (Corbett et al.,  2015 ; Fiset et al.,  2017 ; Vogelsmeier et al.,  2010 ). Professional development programmes helped nurses to gain knowledge and skills to manage difficult situations with confidence, had a positive effect on their own professional image and made them feel like ‘real nurses’, proud of caring for vulnerable people (Wasike et al.,  2019 ). Consistent contact with participants and faculty could potentially facilitate professional development, as learners apply what they learn in their work settings, discuss outcomes, seek and provide feedback and internalise leadership behaviours (Vogelsmeier et al.,  2010 ). Opportunities for professional development also resulted in care home RNs feeling less isolated (Dwyer,  2011 ).

Competency development can support definition of career pathways in care home nursing as well as increasing the status of work in this area (Stanyon et al.,  2017 ). Two papers included competency development issues (Dassel et al.,  2019 ; Wasike et al.,  2019 ). In the United States, Dassel et al. ( 2019 ) gerontology graduate certificate included content on careers in long‐term care. Wasike et al. ( 2019 ) professional development for care home nurse leaders focused on four key competencies which included ‘identifying and considering potential pathways for career development in the care home sector’ (pg. 23). Spilsbury et al. ( 2015 ) argue that professional development should be more than ‘one‐off’ training. Rather, it should be a continuing programme to ensure that RNs have opportunities to develop further their knowledge. Methodologies suggested for professional development included formal and informal training and development, on the job and external to the work environment, using video teleconferences, webinars, conference calls and face‐to‐face delivery, for example, via workshops (Cooper et al.,  2017 ; Corbett et al.,  2015 ; Dyck & Kim,  2018 ; Fiset et al.,  2017 ; McGilton et al.,  2014 ; Schweitzer & Krassa,  2010 ; Spilsbury et al.,  2015 ; Wasike et al.,  2019 ).

Interactive learning via strategies such as discussion, case scenarios, reflection, in‐house mentorship and one‐to‐one training at the point of care were reported as being effective (Fiset et al.,  2017 ). Specialist in‐reach support, link nurses and external experts to deliver content and provide guidance were important for confidence development and to support the delivery of resident care, for example from specialist nurses, and general practitioners (Cooper et al.,  2017 ; Spilsbury et al.,  2015 ) and ongoing mentorship was considered essential (Fiset et al.,  2017 ). In Cramer et al.'s ( 2014 ) study, telegeriatrics was as effective as in‐person training, although nurses preferred the latter. Additionally, building communities of practice where nurses from different care homes can meet regularly could provide additional opportunities for networking across health and social care, with calls for funding to promote and support these collaborations (Wasike et al.,  2019 ).

Three papers reported on the development of learning environments within care homes, with content provided by external educators, complemented by in‐house mentorship (Cramer et al.,  2014 ; Dyck & Kim,  2018 ; Fiset et al.,  2017 ). Vogelsmeier et al. ( 2010 ), Fiset et al. ( 2017 ) and Dyck and Kim ( 2018 ) reported on care homes fostering partnerships with education providers, providing opportunities for care home nurses to develop and sustain networks with other learners and faculty, as well as facilitating the application of learning in the work environment and sharing learning with others. Participants in Thompson ( 2015 ) study wanted to pursue university degrees for advanced practice, to advance their clinical practice and their careers, but some organisations lacked adequate opportunities to support these ambitions (Dwyer,  2011 ; Wasike et al.,  2019 ).

4.1.4. Theme 4: Barriers and facilitators to care home RNs ' professional development and career planning

RNs working in the gerontological care home sector require a particular set of skills, knowledge, competences and experience to provide high‐quality care, enhance quality of life and well‐being, and reduce morbidity (Cooper et al.,  2017 ; Thompson et al.,  2018 ). RNs need to be able to access clinical skills training; work with and be valued by their hospital counterparts; promote continuity of care; and provide holistic, person‐centred care for residents. When organisations take steps to value and support the RN workforce, acknowledging them as equal partners, and as significant contributors to care provision (Thompson et al.,  2018 ), this can strengthen professional identity, reduce staff turnover and enhance job satisfaction (McGilton et al.,  2014 ; Thompson et al.,  2018 ).

Nhongo et al. ( 2018 ) reported that nurses have minimal access to leadership training programmes, limiting their competences, confidence and career progression. In several papers, professional development opportunities were disrupted by staff shortages, lack of staff cover, high staff turnover, lack of time, excessive workload, lack of resources such as computers, and limited technological literacy skills (Cooper et al.,  2017 ; Dwyer,  2011 ; Dyck & Kim,  2018 ; Fiset et al.,  2017 ; Huizenga et al.,  2016 ; Nhongo et al.,  2018 ; Santamaria & Lange,  2016 ). Additionally, travel distance, being required to take vacation or personal unpaid time (Cooper et al.,  2017 ; Dyck & Kim,  2018 ; Fiset et al.,  2017 ; Schweitzer & Krassa,  2010 ), balancing responsibilities of work and home (Dyck & Kim,  2018 ; Schweitzer & Krassa,  2010 ; Wasike et al.,  2019 ) and a perceived lack of benefit in undertaking professional development (Schweitzer & Krassa,  2010 ) were reported as challenges.

Factors facilitating nurses' professional development included managing coursework and assessment requirements to help participants manage work and family responsibilities, greater access to development opportunities, better organisation of distance learning or within a reasonable journey time, and lower costs (Cooper et al.,  2017 ; Cramer et al.,  2014 ; Dyck & Kim,  2018 ; Fiset et al.,  2017 ; Schweitzer & Krassa,  2010 ). Professional development needs to be facilitated by employers providing compensated time for nurses to attend (Schweitzer & Krassa,  2010 ). Clinical nurse educators have a valuable role to play in scoping RNs' learning needs (Schweitzer & Krassa,  2010 ), and senior leadership in care home organisations are influential in encouraging and rewarding RNs who take initiative for their own learning (Dyck & Kim,  2018 ).

Hindering participation in professional development activities were factors such as a lack of courses (including clinical skills training and gerontological specialist courses), funding challenges, limited support and understanding by commissioners of care home RNs' training needs, and problems with identifying who is responsible for assessing development needs and competence (Cooper et al.,  2017 ; Corbett et al.,  2015 ; Dwyer,  2011 ; Spilsbury et al.,  2015 ; Thompson et al.,  2015 ). For organisations, there was the challenge of variable quality of purchased external provision or in‐house training (Schweitzer & Krassa,  2010 ; Thompson et al.,  2015 ). Lack of awareness of nurses' professional competences limited their professional development (Huizenga et al.,  2016 ). Dassel et al. ( 2019 ) found that most nurse learners do not consider a career in long‐term care, making it difficult to implement a certificate programme (Dassel et al.,  2019 ). Nurses perceived that they worked for the same organisation for several years without benefitting from any professional development, and organisations should offer education to help nurses remain confident with their own skills (Dwyer,  2011 ).

5. DISCUSSION

This review aimed to identify the extent, range and nature of contemporary evidence regarding professional development and career planning for nurses caring for older people living in care homes.

A key finding of this review was how little evidence was found. The scarcity of evidence about professional development and career planning for care home nurses is disheartening given the size of the industry and its projected growth. Another important finding was that professional development rarely targeted RNs as leaders despite the RN often being the only qualified health professional on site and accepting responsibility for delegated work undertaken by unqualified staff. Furthermore, there was little evidence that professional development programmes, where available, included a dedicated career planning component. These gaps warrant further attention particularly given how the leadership of care by care home staff influences residents' quality of care and life (Gordon et al.,  2022 ).

The professional development activities identified in this review were local and bespoke, and there was no evidence of a broader national or international approach to workforce planning and development. The importance of this is reinforced by a recent inquiry by the UK Parliament Health and Social Care Committee Expert Panel who examined the UK government's commitment on the health and social care workforce in England, including supporting staff to develop the skills they need now and for the future, and rated the overall progress as inadequate (House of Commons Health and Social Care Committee,  2022 ). Development of nationally co‐ordinated and strategic approaches to professional development with career pathways for care home RNs could offer a more effective approach to what is a national and international workforce policy concern. It is still the case for nurses in the UK that RNs choosing to work in gerontological care, including the care home sector, are not required to undertake a specific programme of professional development in older persons' care. Further, there is not currently a nationally agreed older persons nursing specialist qualification, with career pathways that include care home nursing.

Considering the results of this review, there is a need for professional development to be multi‐focused, encompassing fundamental, specialist, leadership and management components. Competent practitioners manage and lead a large non‐registered carer workforce and require specialist knowledge and skills in a wide‐range of conditions prevalent in this population (British Geriatrics Society,  2021 ). There is a need for RNs to work collaboratively with health and social care professionals to care holistically for the older person and their family and friends at all stages of an illness trajectory; and for RNs to be able to recognise and manage acute deterioration (e.g. due to conditions such as sepsis and delirium), complex care, and end of life care, and all the related care issues such as polypharmacy and ethical‐legal issues.

Articulating the gold standard for care home nursing (Stanyon et al.,  2017 ), possible career pathways (such as clinical leaders, advanced clinical practitioners, managers, education and training leads), mapped to a programme of professional development presents an opportunity that merits further consideration. We believe that education standards and a competency framework for gerontological practice for RNs in the care home sector have the potential to shape and inform professional development and to contribute to positive outcomes for RNs, residents and organisations. Adequate investment in RN professional development is imperative to build the care home nurse workforce. Evaluating and identifying best models for professional development are also key, accounting for the heterogeneous nature of the care home sector and the RN workforce where a ‘one approach fits all solution’ (p65) is unlikely to be successful (Devi et al.,  2021 ).

This review identified the continuing longevity of unmet professional development needs that warrant urgent attention. Caring for complex family and social situations, including managing conflict within families, and facilitating choice and control for residents with diverse needs involve considerable social, ethical, and sometimes legal knowledge and skills. Similarly overlooked are knowledge and skills for business management of care home provision which requires careful consideration and planning, for example, as part of a management pathway for RNs, along with developing further skills of communication, conflict resolution, assertiveness, teamwork and quality improvement. Any professional development strategy should address recruitment and retention factors: not expecting nurses to undertake all professional development in their own time and to self‐fund; creating a culture where professional development and career development for all RNs are regarded positively and enabled; a joined‐up programme of professional development and career pathways for RNs; and investment in professional development and career planning for all RNs.

Continuing to challenge the stigma around gerontological care home nursing is critical to attracting, recruiting and retaining excellent nurses, as is having work organisations that invest in, value and reward their RN workforce. A positive organisational culture, which includes a commitment to staff development and career advancement, positively influences resident outcomes (Choi et al.,  2011 ; Flynn et al.,  2010 ; Spilsbury et al.,  2015 ). Organisational cultures also influence staff experiences and staff outcomes such as retention and satisfaction (Dixon‐Woods et al.,  2013 ; Lu et al.,  2012 ; Rondeau & Wagar,  2006 ). The COVID‐19 pandemic has highlighted the clinical and leadership skills of care home RNs, showcasing how they have innovated to care for the physical, psychological and social well‐being of residents and their families/friends, and the well‐being of their workforce (Fitzpatrick, Hayes, et al.,  2021 ; Marshall et al.,  2021 ; Spilsbury et al.,  2021 ). Universities have an important contribution to equip nurse learners with knowledge, skills and values to care for older people and experiences of different care settings, including nursing care homes (Fitzpatrick, Rafferty, et al.,  2021 ; Naughton et al.,  2019 ).

Historically, the opportunities for career profession for care home nurses have been limited (Gordon et al.,  2022 ), and this inequality results in difficulty retaining and recruiting staff (Devi et al.,  2021 ). This review suggests that standards for the professional development of RNs working in care homes, including different career pathways, could provide a building block for recruitment and retention strategies. It is anticipated that this proactive approach would strengthen the sustainability of national workforces and reduce the reliance on international migration (Buchan et al.,  2022 ) and associated impact on climate change. This calls for parity of investment in the development of the RN workforce in health and social care, with the care home industry exploring opportunities to develop rewarding career pathways for early career RNs, making career advancement opportunities a priority, and with the need for a healthy workplace culture.

6. LIMITATIONS

This scoping review provides an up to date overview of the literature on professional development and career planning for RNs working in the care home sector for older people. There are limitations which the reader should be mindful of when considering the review findings and implications. First, searches were conducted using four databases, and the grey literature was not searched. However, selecting these four databases allowed us to conduct comprehensive searches for global papers relevant to the topic. Second, only records written in English were included which may mean that we missed some relevant contributions on the topic. However, international perspectives were obtained with papers authored in the United States ( n  = 10), UK ( n  = 8), Canada ( n  = 3), Australia ( n  = 3) and the Netherlands ( n  = 1).

7. CONCLUSIONS

This scoping review has highlighted key emergent factors that support professional development and career planning over and above fundamental pay and conditions related issues: that is access to structured learning opportunities addressing knowledge and skills specific to nursing frail older adults, a supportive working environment including adequate staffing, study time and flexible working, and integration of leadership development. There continue to be gaps in the opportunities for professional development and career planning for care home RNs, with lack of strategic planning, action and evaluation internationally. The evidence of ongoing stigma around choosing a career in care home gerontological nursing could be addressed through developing parity of esteem for gerontological nursing irrespective of care sector and setting, with all RNs having access to the same professional development opportunities, the same providers, and with the same funding.

Initial nurse preparation can make an important contribution, equipping RNs with the foundation knowledge, skills, values and placement experiences to care for older people in different care settings, including care homes. Building on this, we recommend a national curriculum for gerontological nursing warrants attention, that is accessible to all care home RNs, is accredited and with an award of a specialist qualification. This could build on national and international work on core competencies and standards of education and practice for care home nursing. To enhance engagement and impact, we recommend that the content and delivery of professional development adopt a variety of methodologies and approaches to equip RNs with fundamental knowledge and skills in older persons' care to include family care, as well as content specific to facilitating different career pathways (e.g. leadership, management, advancing clinical practice roles such as caring for the older person living with dementia, and palliative and end of life care). We recommend evaluation of professional development programmes that includes evaluation of outcomes for RNs, residents and work organisations.

AUTHOR CONTRIBUTIONS

JF: Conceptualisation, Methodology, Formal analysis, Writing‐ original draft preparation, review, and editing. LB: Methodology, Formal analysis, Writing‐ original draft preparation, review, and editing. NH: Conceptualisation, Writing‐ review, and editing. TDS: Formal analysis, Writing‐ review, and editing. RH: Conceptualisation, Methodology, Formal analysis, Writing‐ original draft preparation, review, and editing.

CONFLICT OF INTEREST

There are no conflicts of interest.

ETHICAL APPROVAL

Ethical approval was not required for this scoping review.

ACKNOWLEDGEMENTS

The project was funded by the Royal College of Nursing Foundation (RCNF) to whom we offer our thanks. The views and opinions expressed therein are those of the authors and do not necessarily reflect those of the RCNF. Our thanks to Dr Bernadette Khoshaba for her contribution to early work for the review.

Fitzpatrick, J. M. , Bianchi, L. A. , Hayes, N. , Da Silva, T. , & Harris, R. (2023). Professional development and career planning for nurses working in care homes for older people: A scoping review . International Journal of Older People Nursing , 18 , e12519. 10.1111/opn.12519 [ PMC free article ] [ PubMed ] [ CrossRef ] [ Google Scholar ]

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Career Development International

ISSN : 1362-0436

Article publication date: 1 June 2002

Examines career management, development and performance as proposed in the career management research by Noe, which was defined for studying individual career management. Reviews the organizational career management program and the outcomes of organizational development and performance. Applies the Noe model to measure outcomes and determine if there is a direct relationship between career management programs, performance and development. The study involved three different organizations in the IT sector and HRPs as the respondents. A questionnaire was developed using Burack’s career management audit, and selected measures from various sources for development and performance. The results do not prove that the relationships exist. However, recommendations for future study involve performance as a precursor to career management and development. Recommendations for organizations include a review of career paths, development moves, retirement planning, and a research oriented human resources database.

• Career planning
• Information technology

Appelbaum, S.H. , Ayre, H. and Shapiro, B.T. (2002), "Career management in information technology: a case study", Career Development International , Vol. 7 No. 3, pp. 142-158. https://doi.org/10.1108/13620430210426123

Copyright © 2002, MCB UP Limited

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Career planning case study:.

Career planning is a very important process which is often essential for the successful life. The choice of the career will influence one’s life till the end that is why it is important to choose the most suitable profession which can satisfy all the needs of an individual. Career planning starts already at school, when a student gets acquainted with the disciplines and understands what are more or less interesting for him. The choice of the subjects and student’s preferences are very important for the choice of the future career.

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A case study is a research of a particular case based on career planning. One should investigate the factors which have caused the case and value the consequences, which are often connected with the right or the wrong choice of profession or the methodology of the discipline of career planning.The web and a free example case study on career planning and development are often the best helpers for students. Young people always have problems with the organization of their high school and academic papers, so extra help of an expert will be only for the better. A free sample case study on career and succession planning will teach you create a logical paper with reasonable analysis and the right composition.

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• Melody Wilding

You don’t have to be a loud, outgoing personality to have your contributions recognized.

Visibility in the workplace isn’t nice to have, it’s a necessity. Being seen and recognized for your work can open doors to new opportunities and propel your career forward. But that doesn’t have to come at the cost of becoming someone you’re not. Even as an introvert, you can find ways to play to your strengths. In this article, the author outlines five strategies to boost your visibility: 1) Speak up early in meetings. 2) Take the pressure off. 3) Ditch self-deprecation. 4) Leverage async methods of communication. 5) Show gratitude.

A reader recently told me, “I prefer to be brilliant behind the scenes.” If you’re an introvert — someone who’s more comfortable focusing on their inner thoughts and who tends to recharge in solitude — then you may relate to this sentiment. Many introverts value depth and thoughtfulness in their work over noise and showmanship. They’re content to contribute without constant recognition or the spotlight. 

• Melody Wilding , LMSW is an  executive coach  and author of  Trust Yourself: Stop Overthinking and Channel Your Emotions for Success at Work . Get a free copy of Chapter One here .

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The Philippines economy in 2024: Stronger for longer?

The Philippines ended 2023 on a high note, being the fastest growing economy across Southeast Asia with a growth rate of 5.6 percent—just shy of the government's target of 6.0 to 7.0 percent. 1 “National accounts,” Philippine Statistics Authority, January 31, 2024; "Philippine economic updates,” Bangko Sentral ng Pilipinas, November 16, 2023. Should projections hold, the Philippines is expected to, once again, show significant growth in 2024, demonstrating its resilience despite various global economic pressures (Exhibit 1). 2 “Economic forecast 2024,” International Monetary Fund, November 1, 2023; McKinsey analysis.

The growth in the Philippine economy in 2023 was driven by a resumption in commercial activities, public infrastructure spending, and growth in digital financial services. Most sectors grew, with transportation and storage (13 percent), construction (9 percent), and financial services (9 percent), performing the best (Exhibit 2). 3 “National accounts,” Philippine Statistics Authority, January 31, 2024. While the country's trade deficit narrowed in 2023, it remains elevated at $52 billion due to slowing global demand and geopolitical uncertainties. 4 “Highlights of the Philippine export and import statistics,” Philippine Statistics Authority, January 28, 2024. Looking ahead to 2024, the current economic forecast for the Philippines projects a GDP growth of between 5 and 6 percent.

Inflation rates are expected to temper between 3.2 and 3.6 percent in 2024 after ending 2023 at 6.0 percent, above the 2.0 to 4.0 percent target range set by the government. 5 “Nomura downgrades Philippine 2024 growth forecast,” Nomura, September 11, 2023; “IMF raises Philippine growth rate forecast,” International Monetary Fund, July 16, 2023.

For the purposes of this article, most of the statistics used for our analysis have come from a common thread of sources. These include the Central Bank of the Philippines (Bangko Sentral ng Pilipinas); the Department of Energy Philippines; the IT and Business Process Association of the Philippines (IBPAP); and the Philippines Statistics Authority.

The state of the Philippine economy across seven major sectors and themes

In the article, we explore the 2024 outlook for seven key sectors and themes, what may affect each of them in the coming year, and what could potentially unlock continued growth.

Financial services

The recovery of the financial services sector appears on track as year-on-year growth rates stabilize. 6 Philippines Statistics Authority, November 2023; McKinsey in partnership with Oxford Economics, November 2023. In 2024, this sector will likely continue to grow, though at a slower pace of about 5 percent.

Financial inclusion and digitalization are contributing to growth in this sector in 2024, even if new challenges emerge. Various factors are expected to impact this sector:

• Inclusive finance: Bangko Sentral ng Pilipinas continues to invest in financial inclusion initiatives. For example, basic deposit accounts (BDAs) reached $22 million in 2023 and banking penetration improved, with the proportion of adults with formal bank accounts increasing from 29 percent in 2019 to 56 percent in 2021. 7 “Financial inclusion dashboard: First quarter 2023,” Bangko Sentral ng Pilipinas, February 6, 2024.
• Digital adoption: Digital channels are expected to continue to grow, with data showing that 60 percent of adults who have a mobile phone and internet access have done a digital financial transaction. 8 “Financial inclusion dashboard: First quarter 2023,” Bangko Sentral ng Pilipinas, February 6, 2024. Businesses in this sector, however, will need to remain vigilant in navigating cybersecurity and fraud risks.
• Unsecured lending growth: Growth in unsecured lending is expected to continue, but at a slower pace than the past two to three years. For example, unsecured retail lending for the banking system alone grew by 27 percent annually from 2020 to 2022. 9 “Loan accounts: As of first quarter 2023,” Bangko Sentral ng Pilipinas, February 6, 2024; "Global banking pools,” McKinsey, November 2023. Businesses in this field are, however, expected to recalibrate their risk profiling models as segments with high nonperforming loans emerge.
• High interest rates: Key interest rates are expected to decline in the second half of 2024, creating more accommodating borrowing conditions that could boost wholesale and corporate loans.

Supportive frameworks have a pivotal role to play in unlocking growth in this sector to meet the ever-increasing demand from the financially underserved. For example, financial literacy programs and easier-to-access accounts—such as BDAs—are some measures that can help widen market access to financial services. Continued efforts are being made to build an open finance framework that could serve the needs of the unbanked population, as well as a unified credit scoring mechanism to increase the ability of historically under-financed segments, such as small and medium-sized enterprises (SMEs), to access formal credit. 10 “BSP launches credit scoring model,” Bangko Sentral ng Pilipinas, April 26, 2023.

Energy and Power

The outlook for the energy sector seems positive, with the potential to grow by 7 percent in 2024 as the country focuses on renewable energy generation. 11 McKinsey analysis based on input from industry experts. Currently, stakeholders are focused on increasing energy security, particularly on importing liquefied natural gas (LNG) to meet power plants’ requirements as production in one of the country’s main sources of natural gas, the Malampaya gas field, declines. 12 Myrna M. Velasco, “Malampaya gas field prod’n declines steeply in 2021,” Manila Bulletin , July 9, 2022. High global inflation and the fact that the Philippines is a net fuel importer are impacting electricity prices and the build-out of planned renewable energy projects. Recent regulatory moves to remove foreign ownership limits on exploration, development, and utilization of renewable energy resources could possibly accelerate growth in the country’s energy and power sector. 13 “RA 11659,” Department of Energy Philippines, June 8, 2023.

Gas, renewables, and transmission are potential growth drivers for the sector. Upgrading power grids so that they become more flexible and better able to cope with the intermittent electricity supply that comes with renewables will be critical as the sector pivots toward renewable energy. A recent coal moratorium may position natural gas as a transition fuel—this could stimulate exploration and production investments for new, indigenous natural gas fields, gas pipeline infrastructure, and LNG import terminal projects. 14 Philippine energy plan 2020–2040, Department of Energy Philippines, June 10, 2022; Power development plan 2020–2040 , Department of Energy Philippines, 2021. The increasing momentum of green energy auctions could facilitate the development of renewables at scale, as the country targets 35 percent share of renewables by 2030. 15 Power development plan 2020–2040 , 2022.

Growth in the healthcare industry may slow to 2.8 percent in 2024, while pharmaceuticals manufacturing is expected to rebound with 5.2 percent growth in 2024. 16 McKinsey analysis in partnership with Oxford Economics.

Healthcare demand could grow, although the quality of care may be strained as the health worker shortage is projected to increase over the next five years. 17 McKinsey analysis. The supply-and-demand gap in nursing alone is forecast to reach a shortage of approximately 90,000 nurses by 2028. 18 McKinsey analysis. Another compounding factor straining healthcare is the higher than anticipated benefit utilization and rising healthcare costs, which, while helping to meet people's healthcare budgets, may continue to drive down profitability for health insurers.

Meanwhile, pharmaceutical companies are feeling varying effects of people becoming increasingly health conscious. Consumers are using more over the counter (OTC) medication and placing more beneficial value on organic health products, such as vitamins and supplements made from natural ingredients, which could impact demand for prescription drugs. 19 “Consumer health in the Philippines 2023,” Euromonitor, October 2023.

Businesses operating in this field may end up benefiting from universal healthcare policies. If initiatives are implemented that integrate healthcare systems, rationalize copayments, attract and retain talent, and incentivize investments, they could potentially help to strengthen healthcare provision and quality.

Businesses may also need to navigate an increasingly complex landscape of diverse health needs, digitization, and price controls. Digital and data transformations are being seen to facilitate improvements in healthcare delivery and access, with leading digital health apps getting more than one million downloads. 20 Google Play Store, September 27, 2023. Digitization may create an opportunity to develop healthcare ecosystems that unify touchpoints along the patient journey and provide offline-to-online care, as well as potentially realizing cost efficiencies.

Consumer and retail

Growth in the retail and wholesale trade and consumer goods sectors is projected to remain stable in 2024, at 4 percent and 5 percent, respectively.

Inflation, however, continues to put consumers under pressure. While inflation rates may fall—predicted to reach 4 percent in 2024—commodity prices may still remain elevated in the near term, a top concern for Filipinos. 21 “IMF raises Philippine growth forecast,” July 26, 2023; “Nomura downgrades Philippines 2024 growth forecast,” September 11, 2023. In response to challenging economic conditions, 92 percent of consumers have changed their shopping behaviors, and approximately 50 percent indicate that they are switching brands or retail providers in seek of promotions and better prices. 22 “Philippines consumer pulse survey, 2023,” McKinsey, November 2023.

Online shopping has become entrenched in Filipino consumers, as they find that they get access to a wider range of products, can compare prices more easily, and can shop with more convenience. For example, a McKinsey Philippines consumer sentiment survey in 2023 found that 80 percent of respondents, on average, use online and omnichannel to purchase footwear, toys, baby supplies, apparel, and accessories. To capture the opportunity that this shift in Filipino consumer preferences brings and to unlock growth in this sector, retail organizations could turn to omnichannel strategies to seamlessly integrate online and offline channels. Businesses may need to explore investments that increase resilience across the supply chain, alongside researching and developing new products that serve emerging consumer preferences, such as that for natural ingredients and sustainable sources.

Manufacturing

Manufacturing is a key contributor to the Philippine economy, contributing approximately 19 percent of GDP in 2022, employing about 7 percent of the country’s labor force, and growing in line with GDP at approximately 6 percent between 2023 and 2024. 23 McKinsey analysis based on input from industry experts.

Some changes could be seen in 2024 that might affect the sector moving forward. The focus toward building resilient supply chains and increasing self-sufficiency is growing. The Philippines also is likely to benefit from increasing regional trade, as well as the emerging trend of nearshoring or onshoring as countries seek to make their supply chains more resilient. With semiconductors driving approximately 45 percent of Philippine exports, the transfer of knowledge and technology, as well as the development of STEM capabilities, could help attract investments into the sector and increase the relevance of the country as a manufacturing hub. 24 McKinsey analysis based on input from industry experts.

To secure growth, public and private sector support could bolster investments in R&D and upskill the labor force. In addition, strategies to attract investment may be integral to the further development of supply chain infrastructure and manufacturing bases. Government programs to enable digital transformation and R&D, along with a strategic approach to upskilling the labor force, could help boost industry innovation in line with Industry 4.0 demand. 25 Industry 4.0 is also referred to as the Fourth Industrial Revolution. Priority products to which manufacturing industries could pivot include more complex, higher value chain electronic components in the semiconductor segment; generic OTC drugs and nature-based pharmaceuticals in the pharmaceutical sector; and, for green industries, products such as EVs, batteries, solar panels, and biomass production.

Information technology business process outsourcing

The information technology business process outsourcing (IT-BPO) sector is on track to reach its long-term targets, with $38 billion in forecast revenues in 2024. 26 Khriscielle Yalao, “WHF flexibility key to achieving growth targets—IBPAP,” Manila Bulletin , January 23, 2024. Emerging innovations in service delivery and work models are being observed, which could drive further growth in the sector.

The industry continues to outperform headcount and revenue targets, shaping its position as a country leader for employment and services. 27 McKinsey analysis based in input from industry experts. Demand from global companies for offshoring is expected to increase, due to cost containment strategies and preference for Philippine IT-BPO providers. New work setups continue to emerge, ranging from remote-first to office-first, which could translate to potential net benefits. These include a 10 to 30 percent increase in employee retention; a three- to four-hour reduction in commute times; an increase in enabled talent of 350,000; and a potential reduction in greenhouse gas emissions of 1.4 to 1.5 million tons of CO 2 per year. 28 McKinsey analysis based in input from industry experts. It is becoming increasingly more important that the IT-BPO sector adapts to new technologies as businesses begin to harness automation and generative AI (gen AI) to unlock productivity.

Talent and technology are clear areas where growth in this sector can be unlocked. The growing complexity of offshoring requirements necessitates building a proper talent hub to help bridge employee gaps and better match local talent to employers’ needs. Businesses in the industry could explore developing facilities and digital infrastructure to enable industry expansion outside the metros, especially in future “digital cities” nationwide. Introducing new service areas could capture latent demand from existing clients with evolving needs as well as unserved clients. BPO centers could explore the potential of offering higher-value services by cultivating technology-focused capabilities, such as using gen AI to unlock revenue, deliver sales excellence, and reduce general administrative costs.

Sustainability

The Philippines is considered to be the fourth most vulnerable country to climate change in the world as, due to its geographic location, the country has a higher risk of exposure to natural disasters, such as rising sea levels. 29 “The Philippines has been ranked the fourth most vulnerable country to climate change,” Global Climate Risk Index, January 2021. Approximately $3.2 billion, on average, in economic loss could occur annually because of natural disasters over the next five decades, translating to up to 7 to 8 percent of the country’s nominal GDP. 30 “The Philippines has been ranked the fourth most vulnerable country to climate change,” Global Climate Risk Index, January 2021.

The Philippines could capitalize on five green growth opportunities to operate in global value chains and catalyze growth for the nation:

• Renewable energy: The country could aim to generate 50 percent of its energy from renewables by 2040, building on its high renewable energy potential and the declining cost of producing renewable energy.
• Solar photovoltaic (PV) manufacturing: More than a twofold increase in annual output from 2023 to 2030 could be achieved, enabled by lower production costs.
• Battery production: The Philippines could aim for a $1.5 billion domestic market by 2030, capitalizing on its vast nickel reserves (the second largest globally). 31 “MineSpans,” McKinsey, November 2023.
• Electric mobility: Electric vehicles could account for 15 percent of the country’s vehicle sales by 2030 (from less than 1 percent currently), driven by incentives, local distribution, and charging infrastructure. 32 McKinsey analysis based on input from industry experts.
• Nature-based solutions: The country’s largely untapped total abatement potential could reach up to 200 to 300 metric tons of CO 2 , enabled by its biodiversity and strong demand.

The Philippine economy: Three scenarios for growth

Having grown faster than other economies in Southeast Asia in 2023 to end the year with 5.6 percent growth, the Philippines can expect a similarly healthy growth outlook for 2024. Based on our analysis, there are three potential scenarios for the country’s growth. 33 McKinsey analysis in partnership with Oxford Economics.

Slower growth: The first scenario projects GDP growth of 4.8 percent if there are challenging conditions—such as declining trade and accelerated inflation—which could keep key policy rates high at about 6.5 percent and dampen private consumption, leading to slower long-term growth.

Soft landing: The second scenario projects GDP growth of 5.2 percent if inflation moderates and global conditions turn out to be largely favorable due to a stable investment environment and regional trade demand.

Accelerated growth: In the third scenario, GDP growth is projected to reach 6.1 percent if inflation slows and public policies accommodate aspects such as loosening key policy rates and offering incentive programs to boost productivity.

Focusing on factors that could unlock growth in its seven critical sectors and themes, while adapting to the macro-economic scenario that plays out, would allow the Philippines to materialize its growth potential in 2024 and take steps towards achieving longer-term, sustainable economic growth.

Jon Canto is a partner in McKinsey’s Manila office, where Frauke Renz is an associate partner, and Vicah Villanueva is a consultant.

The authors wish to thank Charlene Chua, Charlie del Rosario, Ryan delos Reyes, Debadrita Dhara, Evelyn C. Fong, Krzysztof Kwiatkowski, Frances Lee, Aaron Ong, and Liane Tan for their contributions to this article.

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