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