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W W W. M A I N E B I Z . B I Z 15 J U N E 2 9 , 2 0 2 6 F O C U S 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 and private — operate in silos and in constant reactive mode," Smevog says. "Communication systems, relation- ship-building systems and culture- building infrastructure either do not exist or are not functioning." Assumptions and resentment can follow, fostering an environment that makes career development difficult. "You can have a good program on paper, but if there is no relationship between a manager and employee, the conversation never happens and the plan goes nowhere," she says. "By the time the employee quits, the manager is often surprised." Outside support — structured workshops, coaching contracts, facili- tated programs — can help. Personalized support Development programs at IDEXX Laboratories Inc. (Nasdaq: IDXX), the Westbrook-based maker of veteri- nary diagnostics and software, include Heart and SparXX. e latter program, which is man- aged by leadership program manager Lori Arienti, is for employees looking to clarify their career goals and gain guidance on effectively managing their careers. "ey do this through guided exer- cises, insights and meaningful conver- sations with a licensed career coach," says Arienti. SparXX was developed in response to feedback and insights from employ- ees who wanted more guidance on how to navigate growth and develop- ment opportunities within IDEXX. "A gap existed in personalized career support," says Arienti. "IDEXX already offered development plans, learning resources and career frame- works. But employees were looking for personalized, one-on-one support to help them translate self-awareness into a concrete plan." SparXX is designed to help employees identify career pathways and take proactive steps, supporting internal movement and long-term career growth. It consists of struc- tured, confidential one-to-one career coaching experience with certified internal coaches, spanning 12 to 14 weeks. More than 75 employees have participated. In post-engagement surveys, par- ticipants reported greater clarity on their career interests, strengths and values; increased confidence in their career direction and next steps; and more meaningful development con- versations with their managers. Front-line talent IDEXX's Heart program is avail- able to U.S. operations hourly employ- ees, says workforce readiness program manager Carrie Foster. e six-month cycle matches eligible employees with a mentor in the area of their career goal. ey do job-shadowing, networking and self- chosen education; and receive access to cohort training and support. "Global operations leaders rec- ognized high-potential talent on the front lines and wanted to expand access and visibility to career and development opportunities," Foster says. "Many employees brought prior experience or education from other industries or global backgrounds, or a strong interest in growing and con- tributing in new ways." Since Heart was formalized in 2022, more than 200 employees have participated; about half completed requirements. "Program completion is not the primary measure of success — some participants secure new roles before completing the program, often with support and advocacy from their The company's investment also sends a signal: we see you, and we are not ready to lose you. — Holly Smevog HMS Career Coaching P H O T O / C O U R T E S Y H M S C A R E E R C O A C H I N G Holly Smevog of HMS Career Coaching in Portland says lack of career development is a top reason people quit their jobs. Jaimie Worster says Camden National Bank seeks to develop the future generation who will help steer the company's growth. 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 C O N T I N U E D O N F O L L OW I N G PA G E » Lori Arienti Carrie Foster P H O T O / C O U R T E S Y I D E X X P H O T O / C O U R T E S Y I D E X X

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