| m-based organizations, opportunities for promotion | | | | he or she moves across the web. |
| come rarely. So how do you provide opportunities for | | | | Design new roles. With a little creativity and flexibility, |
| team members to grow and develop? Follow these | | | | organizations can let team members design new roles. |
| suggestions: | | | | Share your organizations challenges with team |
| Enrich the job. Increase the variety of team members | | | | members and ask what they have to contribute. What |
| tasks, and give them more control over their work. | | | | can they do to add value? You may be surprised at |
| Suggestion: Look both horizontally, team members can | | | | the wealth of ideas that employees pigeonholed in |
| learn to operate more pieces of equipment, and | | | | limiting jobs can come up with. |
| vertically, they can take on more management tasks, | | | | Assign mentors to junior employees. Mentors give less |
| such as planning. | | | | experienced employees the opportunity to learn from |
| Encourage lateral transfers. Let them build knowledge | | | | seasoned veterans. Employees will be more |
| by jumping organizational boundaries. Caution: | | | | comfortable in the face of new challenges if they |
| Productivity may dip while team members learn new | | | | know where to go for help. Mentors can inspire |
| jobs. However, the payback in motivation and big | | | | employees to strive for greater levels of success, help |
| picture understanding usually offsets such costs. | | | | them channel their ambitions, and teach them new |
| Develop career pathways. When team members | | | | ways of handling ongoing problems more effectively. |
| have no career ladder to climb, build a series of | | | | Offer tuition reimbursement. By supporting your |
| pathways that radiate from your team to other teams | | | | employees desire to educate themselves, you will |
| and departments. In fields where competency comes | | | | increase the knowledge base within your company. In |
| from years of experience and education, establish ties | | | | the long term this can make internal operations more |
| to other teams, inside and outside your organization. | | | | efficient, reduce the need to outsource for expertise, |
| Create reciprocal relationships, you train their people in | | | | and help your company stay ahead of industry and |
| certain areas, and they train your people. This allows | | | | market trends. |
| team members to progress in their fields of expertise, | | | | Emphasize and encourage development. Performance |
| instead of having to move into management if they | | | | appraisals and regularly scheduled reviews are perfect |
| want to earn bigger salaries. Suggestion: Identify levels | | | | occasions to set goals and discuss expectations. Ask |
| of knowledge and contribution in each technical area. | | | | your employees what they have learned, what new |
| Then identify appropriate training and experiences that | | | | responsibilities they have taken on, and which |
| can lead a worker from one level of participation to | | | | opportunities they are interested in for the future. |
| another. Increase pay for a specific team member as | | | | |