The Professional Development Toolbox: Unlocking Simple Truths by Martin Klubeck
Author:Martin Klubeck [Klubeck, Martin]
Language: eng
Format: azw3
Publisher: Createspace Independent Publishing Platform
Published: 2014-09-22T04:00:00+00:00
Since you follow the principle of erring on the side of excellence, and you took the higher of the scores for the required performance level and took the lower of the scores for the current ability levels (where you couldn’t agree quickly), you are assured not to miss any potential gaps in capability.
Following this simple principle allows the workers to identify the gaps in their capability without becoming overly sensitive about any deficiencies. The worst case scenario for the worker is that he will get training he doesn’t really need. While the top priority is to identify the deficiencies, another valuable by-product is the identification of workers whose capabilities to perform certain tasks are above and beyond the requirement. These strengths can be used to identify in-house trainers. When managers decide to take advantage of in-house training (some of the analysis will recommend it) there are multiple benefits to the organization.
The organization will save funding by providing training in-house.
The worker-as-trainer rightfully gains recognition for her strengths.
The manager learns the strengths of each worker and can leverage these strengths when making assignments or forming teams.
Depending on the situation, the manager may elect to change the requirements for the individuals – so that workers can focus on their strengths. It may not be necessary for everyone in the same position to have the same ability levels.
Teaching is one of the best ways to improve a skill set, so by providing training in-house, both participants (trainer and trainee) improve their skills.
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