| When companies think of employee
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| | if you can speak more frequently to
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| development, they often search for
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| | groups. What can you do to hone your
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| training programs, educational seminars,
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| | presentation skills to help secure more
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| coaching or the latest book that might
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| | business?" Help employees keep their eye
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| offer ideas on what employees can do to
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| | on the goal, not their ego.
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| sharpen skills or strengthen expertise.
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| | 3. Open dialogue about desire.
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| However, none of these programs will be
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| | Discussions about development should be
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| effective if the organization lacks one
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| | positive and ongoing -- not limited to
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| critical success factor: individual
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| | annual performance reviews. Let the
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| motivation. An individual has to want to
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| | individual lead. Rather than saying,
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| develop himself before any employee
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| | "Here are areas you need to develop," ask
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| training and development program can be
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| | "What would help you build on your
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| successful.
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| | strengths or increase your
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| Some say they're "too busy." Some say
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| | effectiveness?" When a particular
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| they're "already developed." Some blame
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| | approach has been identified, ask for
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| the boss. Some like burying their heads
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| | commitment to follow-through. Create a
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| in the sand, afraid of what they might
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| | culture where ongoing development is
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| learn about themselves.
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| | expected, encouraged and rewarded at all
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| What can you do to help your employees
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| | levels.
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| achieve best performance?
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| | 4. Start at the top.
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| Here are some tips to help motivate the
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| | Executives should model the commitment to
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| seemingly unmotivated and increase your
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| | growth and development that they want to
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| organization's overall performance.
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| | see throughout the organization. After
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| 1. Target the highly motivated and strong
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| | all, many problems disguised as employee
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| performers.
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| | development issues actually reflect
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| All organizations have individuals who
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| | leadership deficiencies of the firm or
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| are highly motivated. They stand out
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| | organization.
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| more easily. They typically like
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| | Consider using assessments of some kind
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| challenges and welcome growth
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| | to help employees gain a more objective
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| opportunities for themselves. Engage
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| | perspective about them. Assessments can
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| them in activities to help them get even
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| | be helpful or destructive depending on
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| better. The improved performance of the
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| | how they are used.
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| highly motivated will help raise the bar
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| | In the end, it's all about achieving what
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| for your entire organization. Those who
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| | both the employees and what the
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| are less motivated will have to step up
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| | organization wants. Be clear about
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| the pace.
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| | what's most important to both.
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| 2. Focus on the future.
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| | An employee development and training
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| Rather than concentrate on performance
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| | program is not something to be checked
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| areas that aren't working for an
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| | off on a checklist. The strongest
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| individual, talk about possibilities for
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| | organizations make employee development
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| the future. It's easier to become
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| | an integral part of their culture and
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| energized about new possibilities than
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| | strategies for success. They constantly
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| dwelling on weaknesses. Determine the
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| | seek new and innovate ways to engage
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| positive outcome that will occur if a
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| | their people in development opportunities
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| change/improvement is made. For example,
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| | to achieve best results.
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| you might say, "We can reach more buyers
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