Mainebiz

V O L . X X X I I N O. X I V J U N E 2 9 , 2 0 2 6 14 H I G H E R E D U C AT I O N / P RO F E S S I O N A L D E V E L O P M E N T F O C U S A t Camden National Bank, a leadership and development program called Horizons, with three levels of curricula ranging from 12 to 18 months, is designed to grow and develop high-potential employees as the future generation who will help steer the company's growth into future years. "It's an opportunity for employ- ees to come together across multiple business lines who might not inter- act with one another on a day-to-day basis," says Jaimie Worster, senior vice president of total rewards and human resource information system, or HRIS. "We try to help stakeholders navigate complexities that happen during their professional careers." Structured approach e Horizons program is one of a number of avenues among compa- nies looking to provide professional opportunities. Lack of career development is a top reason people quit their jobs, says Holly Smevog, a career coach and owner of HMS Career Coaching in Portland. Structured approaches include programs like Horizons. ere are also apprenticeships, pre-apprenticeships and development programs that run in partnership with higher educa- tion organizations. Some companies have staff with dedicated employee development roles. Nonprofits and employee-owned businesses often invest proportionally more in their people than larger companies with bigger budgets, notes Smevog. Robust programs at large employ- ers include General Dynamics Bath Iron Works' entry-level training and professional development programs. Pittsfield-based Cianbro, Maine's largest construction company, started the Cianbro Institute in 2007 to sup- port professional growth opportunities for team members at any stage of their careers, offering in-house and external resources. Changing the dynamic Annual career conversations — separate from performance reviews — cost nothing except time, says Smevog. "Ask: what skills do you want to build? What kind of work energizes you? Where do you want to be in three years?" she continues. "Most employ- ees have career goals their managers have never heard. e conversation alone changes the dynamic." Development options are numer- ous — involvement in projects or meetings outside an employee's usual role, presenting to senior leadership, sitting in on hiring or budget discus- sions, job shadowing, cross-functional assignments, committee leadership, mentoring colleagues and serving as a subject matter expert. Development plans can include online courses and industry conferences. But programs alone might not be enough. "Many organizations — public Professional development From apprenticeships to C-suite development, companies steer their futures B Y L a u R i E S C h R E i B E R Camden National Bank's professional development programs include a recent Horizons 200 group that graduated in April, seen here with CEO Simon Griffiths. P H O T O / C O U R T E S Y C A M D E N N AT I O N A L B A N K

• Cover