Starting point – assessment of existing competencies
A good start is to perform an in-depth assessment of the employee’s current competencies to see which of them are sufficiently well-developed and help in managing daily tasks, and which need reinforcement. This is a way to create a growth plan specifically linked to the person’s unique duties and responsibilities. In addition, it lays down specific actions that are oriented towards achieving satisfaction and a sense of agency and efficiency.
Increasingly, employees are taking these matters into their own hands. It’s no longer the task of the HR department to map a path for growth. Instead, employees tend to set their own goals, often based on guidance from their leaders. However, human resources continue to play an important role in the process, offering advice on which development support tools are worth exploring.
Development tailored to individual needs and preferences
Naturally, when planning competency growth, it’s recommended to consider individual factors, preferences and needs, such as the learning style, available time, character traits or the specific area of competency to be developed. The traditional approach to employee development was based on soft and hard competencies. Nowadays, a more common distinction is between human skills (those required for interacting with people) and technical skills (those required specifically for the job). More and more companies make efforts to ensure that all employees develop their leadership skills from day one with the company, so that in the future they will have an opportunity to enter this path if they find it more attractive than the role of experts.
Trends in employee development
- Whole-team training courses are increasingly focused only on mandatory areas: procedures, processes or skills required of everyone, for example sales skills.
- There is a clear shift away from lecture-based forms of conveying knowledge. Basic knowledge can be gained by reading or listening to short webinars.
- The focus is on development through experience and quick practical application of acquired skills in the workplace. The more employees are able to actively test and try out new skills, the more likely they are to incorporate them into their day-to-day work.
- Flexible employee development formats are being sought to take into account available time and attention span of employees who, as a rule, suffer from sensory overload and reduced efficiency. In addition, various formats are combined to make them effective but at the same attractive to employees. Knowledge gaps are filled by taking short online courses, and skills can be practiced during business simulations. Reinforcement comes through regular action learning (development-oriented groups working on real-life challenges).
- More and more companies are embracing new technologies that were beyond the realm of possibility just a few years back, such as VR (virtual reality) or augmented reality (AR). Whatever works is good, especially in the area of gaining knowledge needed for the job. Of course, the best way is to learn quickly and without undue expenditures of money or time.
- Regular feedback becomes essential. Feedback is one of the simplest development tools out there. The feedback culture should involve not only the manager-employee relation, but also the employee-manager and employee-employee relationships.
Employee development tools – opportunities galore
Both employees, HR departments and leaders have a range of opportunities to support employee development. Currently the most popular of them are:
- platforms with career and development courses, such as Youniversity or many others, also offered by prestigious universities. The format allows gaining knowledge at an individual pace and at the most convenient time.
- workshops and training courses: either tailored to the needs of a given team or open, offering employees an opportunity to expand their knowledge, practice new skills, and level up their networking. One example is the negotiation course which brings benefits not only in sales, but in virtually every aspect of life.
- access to knowledge bases such as Legimi, which allow employees to develop at their own pace and in a way that best suits their learning style, by giving them thousands of e-books and audiobooks to choose from. You can use them on the way to work or when going out to lunch. You’re free to explore various areas of interest whenever you choose.
- language courses which, in addition to further development of skills, foster networking and business connections; available, for example, on the ESKK platform.
- coaching and mentoring – very effective development methods that give employees a chance to reflect extensively on their behavior and attitudes. They can develop those that benefit them in their current position and, going forward, prepare them for a rise on the career ladder.
- job shadowing, job swap – in-house practices through which employees gain first-hand experience of working in other areas or positions within the organization. They can step into a role that is potentially interesting to see what skills it requires and whether it is something worth pursuing in their career path.
- projects, new tasks – one of the best forms of personal development – an excellent way to get employees out of their comfort zone. By encouraging them to take on a new challenge where they will be able to use the skills they already have but, at the same time, get an opportunity to develop other competencies.
- conferences, industry meetings – good opportunities to expand knowledge, learn what’s new, and be confronted with other views. Such events contribute to inspiring and cultivating curiosity in employees.
- expansion of the scope of responsibility – for example, by giving employees a greater visibility at leadership or board meetings, designating them to supervise an area, process or project, or serve as an expert in a chosen field or topic.
- always and without exception, feedback from the supervisor and colleagues. The more often employees receive information that is clear, detailed and fact-based, the better the chance that they’ll make changes to their behavior, actions or attitudes. Through reinforcement of the things they do well, employees feel good about going in the right direction and contributing to the success of the company or team. This has a huge impact on boosting commitment and motivation.
Employee-manager dialog as the foundation of employee development
There’re probably be a few more methods or ways to support employee development. However, at the core of the process is the manager’s time spent on checking and talking with employees about their skills, motivations, and expectations. As Blanchard’s situational leadership model shows, employees can be at different levels of development depending on the processes and projects they work on. It is the manager’s job to provide employees with appropriate support and development opportunities to keep them motivated and give them a chance to develop key skills. This does not require a big time investment – managers who have built up the habit of talking to employees regularly (not just once or twice a year during scheduled employee assessments) are able to spot quite quickly what their staff may need. The only way to draft a tailor-made employee development plan is by talking and clarifying the expectations of both parties. Benefits of the strategy include elevated employee satisfaction and improved delivery of work targets contributing to improved company performance.
Bibliography:
www.kenblanchard.com/Solutions/SLII
