An organisation should have a suitable plan to focus on employee development. This process fulfils two goals: keeping the employees and ensuring that the organisation has a new generation of managers ready to take over.
In part 1, we have discussed the first three tactics needed when building the employee's development plans: consider the business objectives, create a pers
onal development plan, and join a network of professionals. In part 2, let's discuss the next 4 aspects.
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4. Set performance scale
You need to establish specific quantitative indicators to help the employees to understand their current position or what they have achieved. Later on, if all indicators are met, you can raise the level and send out compliments so that your staff can feel proud of what they have accomplished.
On the journey to the final objectives, the leader has to work with the team members to determine what has been done and what to do to get them to the position they desire or need to be. Measuring the progress also provides evidence of how these activities are performing. In addition, performance indicators help to enhance accountability when combining with the effective leadership.
5. Provide new opportunities
Organisations today are limited to the idea that employees can only operate within the scope of their duties or functions. However, in order to truly develop an employee for a larger role, they need to understand how all aspects of the organisation work.
Creating opportunities for employees to take on new responsibilities beyond the current tasks will increase their awareness and knowledge of the organisation, and allow them to work more effectively with others because they have understood what other employees do for the company.
Feedback is not saying whatever you want to your employees. Every leader has to understand that feedback is used as a mean to improve the organisation’s human resources, not to seek for employee’s faults and criticise them, which will make a significant difference to work performance and productivity.
Moreover, the feedback must be constructive with the clear purpose of helping them to be better. Then, specific recommendations also need to be included since employees want to know how they’re doing. Feedback should also be submitted regularly, and associated with the activity indicators or personal development plans. The reason for this is because only using feedback to evaluate employees can lead to missed opportunities to guide employees through professional development.
7. Distinguish between ‘Potential’ and ‘Readiness’
When evaluating your employees, keep in mind that ‘Potential’ and ‘Readiness’ are different from each other. Confusing these two might result in inefficient development plans for your staff.
'Potential' means the essential values and attributes needed to hold a higher level position while 'Readiness' means the immediate ability to perform the given tasks. Readiness comes in many forms, such as desire, skills, and experience and is easier to notice, but potential needs extra attention and understanding to realise.
Not every employee wants to, or should, become a manager, even if they are excellent at their current position. Leaders often think that someone who is great at a certain job will be able to manage a team doing that job. In fact, it’s a huge mistake since doing and managing need completely different skill sets. Making employees take responsibilities that they are not ready for can bring serious consequences to the organisation.
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