This work reinforced that employee development cannot be treated as a once-a-year performance review. Designers needed clear expectations, consistent feedback, and visible investment in their growth to feel valued and understand how to advance. By creating a competency framework, career ladder, quarterly development plans, and regular one-on-ones, I helped turn development into an ongoing management practice rather than a reactive HR process. I also learned that retention and quality are deeply connected. When designers understand what strong performance looks like, see a path forward, and receive the coaching and support to improve, the work gets better and trust increases. The program gave designers more ownership over their careers while giving leadership a clearer way to evaluate performance, support growth, and build a stronger, more consistent design organization.