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Getting the Best out of People

21.06.2018

Training & Development

This is key in ensuring the individual feels supported and offered opportunities to thrive:

  • Personal growth and development conversations take place between managers and team members.
  • Learning and development (L&D) plans are clear and available to all.
  • L&D activities are supported and business appropriate and offer a blended approach.
  • Employees are offered stretch roles and opportunities.
  • A buddy programme exists for new employees.
  • Development is seen as more than career progression, it is about developing emotional intelligence in individuals and increasing their understanding of decision making and problem solving.
  • Senior managers are supportive of development activities and are role models in terms of their own development.
  • Attendance at conferences and industry events is encouraged and the learning is transferred back to the work place.
  • Managers and team leaders talk to team members about opportunities for advancement and career goals.
  • Delegation and supportive coaching are regularly used to help develop individuals and prepare them for new roles.
  • Coaching is the norm. Coaching is seen as helping the individual to discover their own solutions rather than a new word for directive management.
  • Assessments are used to help individuals understand themselves and how they are perceived by colleagues and others.
  • Assessments are used to identify development opportunities and possible future roles.
  • Career progression paths are clear and provide both promotion and other paths to advancement.
  • High potential programmes are in place, helping with both succession planning and overall career development.

Reward, Recognition and Feedback

In organisations with above average engagement you would expect to see the following:

  • That reward is appropriate, and that overall pay and conditions are right for the context of the organisation.
  • Feedback for doing a good job is regular, as is development feedback when expectations are not met. Success is celebrated and a regular “thank you” for achievement is part of the culture.
  • Treats to show appreciation are used but not over-used.
  • Recognising and celebrating business successes, birthdays, anniversaries or promotions is common.
  • Employees who are contributing are valued as individuals and given trust and autonomy.
  • Recognition is more than boss to colleague, but peer to peer recognition is visible.

In Conclusion

My work as a development consultant has given me the opportunity to work in many organisations at different stages of their lifecycles. I have worked closely with leaders and managers to develop cultures that reflect organisational values and management practices which encourage individual autonomy and where performance is rewarded.

Employees who are given the scope to be their best selves at work will be committed to delivering great performance, and that in turn drives great results.

Michael Baker, June 2018.

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