Employee development is an essential element of business growth. If a company wants to win and retain the best people, it needs to invest in employee growth and development. New employees will find it worthwhile to learn new things and better and better challenges. Progress is the result of an organization that encourages learning and continuous improvement.
Mentoring helps both the new employee and the mentor. Some time ago there was with a new employee who came equippedtechnical skills in a new area. In his master's degree studies, he had done research in a soil groundbreaking new discipline. The mentors recognize the value of this, and he has this new discipline into the analysis at hand. This has attracted the attention of management and major customers. It developed over the next few effective method of combating a difficult analytical task. Everyone benefits from the experience.
Additional training is beneficial for the employee and the company, whether itis in-house training or seminar brought in resources from outside experts. In fact, some seminars are free because they fulfill an element of the sales function of the supplier. (Sell is education.) Remuneration of employees at the university or seminar is a good investment because it provides new knowledge and promising individuals, and it makes them valuable. In addition, the organization makes it a desirable place to work. Further, the promotion will be promoted from within, and itdemonstrates the company's confidence in the abilities of the employee.
Star performers have to recognize a pat on the back, but ignoring this need can be demoralizing. Performance can suffer if the employee does not receive recognition for their efforts. The creative learning process can be promoted by openness to new ideas or suggestions. Management can formalize this process with the statement of plans with a cash reward attached for useful ideas. Cynics say that the employees are paidto fulfill, without any special recognition or rewards. Experience has proved them wrong.
Phases of staff development - Looking to the future, what comes next
A. Exploration: The exploration stage is routine, guided work defines when a worker gets help and is authorized to take the initiative, as he is able to do so. During this phase, the staff developed a self-image and learn what he can provide to do.
B. Establishment: The establishment of the stage is defined byindependent specialization, if the employee has mastered some specialties and has significantly more productive. This is the phase where you can take the workers on important organizational tasks.
C. Mid Career: The career center is the stage where the worker can guide others. The employee understands clearly the objectives and requirements of the organization and to develop and mentor others. Mentoring is gratifying that the majority of employees as they feel that theyare now in a position to help the organization through the contributions of others.
The last stage is withdrawal. The career appeals to organizational management and decision making. The manager looks to retirement and acceptance of new roles. With a long look at the future of its employees and managers effectively plan for the future development of events in his career.
The Role of the Supervisor - An important ongoing role is that of the employee's manager. Heprovides positive feedback comments and corrections. He gives his advice, information and knowledge about the organization. It gives a good review from planning lessons, the discipline of goal setting and progress. He allocates time and money for the development of its employees. He is also an opportunity for the application of new learning, which is the heart of staff development.
The supervisor is the employee learning curve. Time and practice is necessary to learn and apply new skills. This is not aOvernight process. He is committed to the employees in friendly conversation, taking him out and give some feedback. Career coaching another facet of employee supervision.
The role of staff - The experienced staff looks for a variety of tasks, and he is ready to solve difficult problems. He will be in a position to coach others who could be from his particular set of knowledge and skills to benefit. He should be ready to take on many tasks that offer different challengesand provide learning experiences. Objectives and related planning of operations should be a part of its development.
He should be invited to perform at the meetings, and special presentations of its findings. Occasionally, he will be asked to work on a large scale committee, including networking with other companies that achieve them involved, too.
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