Company growth is closely aligned with the commitment to
employee development. A company that wants to attract and
retain valuable people needs to participate in employee
growth and development. New employees will find it
rewarding to learn more and take on new challenges.
Progress is a result of an organization that fosters
learning and constant improvement.
Mentoring helps both the new employee and the mentor. Some
time ago there was case of a new employee who came equipped
with technical skill in a new area. He had done research in
a breaking new discipline in his master's degree studies.
The mentor recognized the value of this, and he introduced
this new discipline into the analyses at hand. This got the
attention of management and the major customer too. It
became the new effective way of approaching a difficult
analytical task. Everybody benefitted from the experience.
Additional training is beneficial to the employee and the
company, whether it is in-house training or a seminar
brought inside from outside expert resources. In fact, some
seminars are free because they fulfill an element of the
sales function of suppliers. (Sales is an educational
process.) Reimbursement of employee studies at the
university or seminars is a good investment because it
imparts new knowledge to promising individuals, and it
makes them more valuable. In addition, it makes the
organization a desirable place to work. Further, promotion
from within is fostered, and it demonstrates the company's
faith in the abilities of the employee.
Star performers need to be recognized by a pat on the back,
but ignoring this need can be demoralizing. Performance can
suffer if the employee receives no recognition for their
efforts. The creative learning process can be encouraged by
openness to new ideas or suggestions. Management can
formalize this process with suggestion plans with cash
rewards attached for useful ideas. Cynics claim that the
employees are being paid to perform without special
recognition or rewards. Experience has proven them wrong.
Stages of Employee Development - looking ahead to what
comes next
A. Exploration: The exploration stage is defined by
routine, guided work where the employee gets help and is
allowed to take initiative as he is able to do so. During
this stage, the employee develops a self image and learns
what he can excel at doing.
B. Establishment: The establishment stage is defined by
independent specialization where the employee has mastered
certain specialties and has become significantly more
productive. This is the stage where the employee can take
on important organizational responsibilities.
C. Mid Career: The mid career stage is where the employee
can guide others. The employee knows the requirements and
goals clearly and can develop and mentor others. Mentoring
is gratifying to most employees as they feel that they are
now able to contribute to the organization through the
contributions of others.
The final stage is disengagement. The career turns to
organizational direction and decision making. The manager
looks ahead to retirement and acceptance of new roles. With
a long view of the future, the employee and his manager can
effectively plan for future development events in his
career.
The Role of the Supervisor - Coaching the employee is the
ongoing role of the supervisor. He provides positive
comment and corrective feedback. He gives organizational
insights, information, and advice. He imparts good planning
by teaching the discipline of goal setting and checking
progress. He allots time and money for employee
development. He also finds opportunity for application of
new learning, which is the heart of employee development.
The supervisor allows for the employee learning curve. It
takes time to learn new skills and apply them. This is not
an overnight process. He engages the employee in friendly
conversation, drawing him out and providing feedback.
Career coaching is another facet of employee supervision.
The Role of the Employee - The savvy employee seeks out a
variety of assignments, and he is willing to tackle tough
problems. He will be in a position to coach others who
could benefit from his particular set of knowledge and
skills. He should be willing to take on varied assignments
that offer different challenges and learning experiences.
Goal setting and attendant planning operations should be a
part of his development.
He should be called upon to conduct meetings and make
special presentations of his findings. On occasion he will
be called upon to participate on a large scale committee
including networking with others who are working to meet
company goals.
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For more management and leadership articles, please visit
http://www.CrassCaptain.com . Find Christine-Casey-Cooper's
new book, entitled The Crass Captain's Guide to
Organizational Dysfunction, on Amazon soon.
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