In a previous blog post, we noted that often, the question, “Who needs development activity?” is easily answered due to substandard performance, internal or external customer complaints, poor performance ratings, etc. By contrast, development activity may be necessary due to a promotion that involves gaining additional skills, adhering to new laws, transitioning from peer to leader, etc. Regardless, ongoing employee analysis enhances an employer’s ability to move an organization’s business strategy forward while ensuring the right people get the right development activity at the right time.
Step One – Evaluating employee knowledge, skills, abilities, and attitudes.
Proper analysis doesn’t happen accidentally. It involves careful planning, deliberate questioning and strategic response and implementation. The first phase of employee analysis involves supervisors and their mentors or coaches meeting with employees and gathering information related to employee knowledge, skills, abilities, and attitudes. There are multiple ways to gather such information, but one of the simplest (yet still effective) is via the following questions:
– Has the employee mastered the basic skills necessary to perform his or her job?
– Has the employee shown a willingness to participate in past developmental initiatives?
– If so, have they exhibited the ability to learn?
– Are advanced business writing, reading comprehension, interpersonal, etc., skills necessary for participation in identified developmental opportunities?
– If such skills are necessary, how will we assess readiness?
– Are additional verbal comprehension and quantitative and reasoning abilities required for participation in identified developmental opportunities?
– If so, how will we assess readiness?
– Has the employee completed a personal development map and is he or she sticking with it?
– Does the employee understand why he or she is being asked to participate in development activity?
– Can he or she articulate the link between developmental activity and personal and professional development? In other words, is he or she exhibiting self-awareness?
The answers to these questions will help supervisors, mentors, and coaches identify readiness for development or the need to prepare employees for readiness.
We will review “Step Two” in our next blog post.
Until then – Happy Training!