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Topic:
University of Okara
Building Performance Excellence
- Challenging jobs
Off-the-job experiences
Training programs
How do I determine where I, or someone on my team, should
concentrate development efforts?
There are several places to look to come up with good ideas on areas to focus development efforts:
- Personal knowledge
How do I create a development plan that works ... one that actually
produces results?
There are eight components to an effective development plan. The best way to construct a
workable development plan is simply to take a blank piece of paper and write down your response
to each item:
3. Personal payoff
4. Measures to be used
5. Baseline assessment
6. Resources required
7. Completion date
8. Week-by-week plan
The manager has six key responsibilities for the development of subordinates:
Most development plans seem to involve little more than just signing
up for training programs. Where does training fit into a development
plan?
Training isn't "development." Training is simply one component in a complete development plan.
Here are six suggestions to use training as an effective part of a development process:
4. Focus on application.
5. Build alliances.
6. Seek immediate opportunities to practice.
Probably the toughest ten seconds in management comes when the manager has told the employee
that they need to get together to talk about a problem. The appointed time comes, the employee
arrives in the manager's doorway, knocks, and says, "You wanted to see me, boss?" What should
the manager say to start off the meeting? Here's a script that will work well:
The manager then proceeded to state the specific concern the actual and desired performance.
Never begin a discussion with an employee about a problem by announcing your intention to take
a formal step of disciplinary action. Instead, start by explaining your concern, then listen to what
the individual has to say. Only when you've heard the employee's response and confirmed that
there is no reason not to proceed with the disciplinary action you intended to take should you
advise the employee that the discussion will be a formal disciplinary transaction.
The most important issue to concentrate on in dealing with attendance problems is the effect of the
absence, not its cause. Supervisors must continually point out to people with spotty attendance
records that ultimately the cause of any absence is irrelevant only the effect counts. The point is a
simple one: Regardless of the quality and truthfulness of the excuse, if the employee doesn't come
to work, the employee's job doesn't get done. .
An effective way to get control of attendance and reduce absenteeism is to compute the company's
or a specific department's average absence rate. Then concentrate on those people whose
attendance record is below average. The advantage of this approach is that it avoids considerations
of the cause of the absences. You can then say to the employee, "The average absence rate in your
department was 4.6 percent, but your personal absence rate was 5.5 percent.
In dealing with attendance problems, never ask the employee to improve. Ask the employee to
correct the problem. You don't want improvement, you want a total and complete correction.
There are five and only five responsibilities that a manager must meet in creating the conditions
that allow people to do a good job:
1. Clarify expectations.
2. Provide training.
4. Provide feedback.
5. Remove obstacles.