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