A number of people and work environment factors need to be considered when determining development actions.
These factors are described on the storyboard below. Click each of the yellow boxes on the graphic to learn more >
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| Getting Development Right For Each Person - Things You Must Think About | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| ....I Home I Coaching I Competencies I Setting Development Plans I The Importance Of Effective Feedback I | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
A number of people and work environment factors need to be considered when determining development actions. These factors are described on the storyboard below. Click each of the yellow boxes on the graphic to learn more > |
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"Real world", job based, hands on learning experiences are well known as the most powerful platforms for adult skill development... ...a rich vein of these experiences lie partially or wholly buried in the strategies, plans, programs and activities of business units and work teams. The matching of available experiences to specific people is a key skill for every people manager - this skill lies at the heart of the development planning and coaching process at Merck |
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The longer a person has been with an organisation, the better (in theory), you should know them.... ...about their strengths, blind spots, learning style/preferences and development needs |
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...early, mid or late career, an emerging leader or an identified Future Leader. Some people will have made great strides in early career and stalled somewhat later on. Matching development activities to these varying circumstances within a team or group of people requires sensitivity and insight. Some people might have unrealistic expectations, others may need to be pushed harder to realise their full potential |
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Performance over time - both the high points and the low ones - should point to patterns of skill usage and behaviour that either promote or hinder personal performance... ...the development discussion and planning process is the perfect forum to surface these patterns, identify root causes and relate them to current work challenges. The objective is to assist each person to craft a development plan that will facilitate even higher levels of sustained performance |
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The design, focus and intent of many jobs are often changing... ...and the pressure to change will create new skill demands on people. Clearly, this is an important consideration in the development planning process. Anticipating rather than reacting to shifts in skill needs is always preferable. This reality presents a coaching challenge for many managers |
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Business plans and strategies looked at from a development perspective, present many implicit and explicit development opportunities for executives and staff... ...in fact, 80% of total development activity in any unit within KOC, needs to be action oriented and experiential in nature. This means that all team leaders have a role in interpreting their plans, strategies and programs and deriving an inventory of possible learning experiences for their people. |
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Attitudes to personal development vary from person to person... ...some have higher levels of self motivation for learning. Many people shape adult attitudes to learning from past experiences of education and training - good and bad! Take note of these differences and factor them in to the development planning process - they could make the difference between success and failure for you and the person you are coaching |
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Some people have held several jobs, others only a few. Some have moved faster than others through their career structure.... ...others have perhaps moved between functional areas. Where a person is on their personal "learning curve" must and will influence their choice of development opportunity |
