أنشئ حسابًا أو سجّل الدخول للانضمام إلى مجتمعك المهني.
actually i am not a manager but i have experience to know employees human development needs. its depends on Your ambitions as a manager and ambitions , skills and characters of your employees.when you know this you can choose the right person in right place with fulfill (he/she) development needs and they not feel jaded
As a Manager you must first know what are the abilities and shortcomings within you team. What are their strengths and weaknesses.
Once you are clear with it, you can analyse and finalize the training needs for your team. That way you'll have set of requirements ready and then you can train them on Functional and Technical aspects. You can also do outbound activities so as to help them explore themselves as well as get more a comprehensive outlook of their abilities.
Training, Upskilling, Promotions, additional responsibilities etc are the different ways you can then develop your employee.
Training is the best method. But one of the primary requirement is to identify what are the employee's human development need. These days, if a company does not set aside budge for employee training, then there are many online resources that can help in employee human development. These training do not always have to be technical. Some courses on Emotional Intelligence is an amazing place to begin. A seminar on Emotional Intelligence heightens the employees effectiveness in communication and helps in team building.
IT depends upon work nature. When do you think that now there's nothing new to do on a job since long time (6 monts-1 year) it's mean the human development is required to add more value to work.
Thanks
I support my colleague Yousef's answer
simple, make them take charge of their development needs and take the position of partnership , each stage they overcome should have rewarding benefits and oppertunities.
1- The evaluation meeting provides an opportunity to review the performance of the employee.
2-Objectives and indicators must meet the "SMART" standard
specific
Clearly state what to do, when to do it, who needs to do it and how much to do.
measurable
Answer questions such as: How much or how much? How will I know that the goal has been achieved? If possible, multiple indicators will be used, such as quantity, quality, time (deadlines) and costs.
achievable
Ensure that it is reasonable to believe that the employee can achieve this goal.
realistic
The level of complexity of the objective to be achieved must be commensurate with the employee's experience and abilities, and no insurmountable obstacles (beyond the control of the employee) must prevent the achievement of the objective.
time
Clearly specify the timeframe within which performance targets will have to be met. Usually,objectives must be met before the end of the assessment period.
3-Agree on an action plan
Ask the employee if he has any suggestions to solve the problem, and offer suggestions if necessary. Agree on a specific action plan, including what the employee will do, how he plans to do it, and how soon. Write down the action plan and send it to the employee's performance management file. Tell the employee what the consequences will be if the performance problem is not resolved
4-Follow-up
Monitor results and meet regularly with employee to discuss progress.Practice positive reinforcement to promote improvement and continue to offer your support.If the problem has not improved or has not been resolved after the deadline has been granted, take the necessary measures to implement the consequences foreseen in the action plan
