You can drop subordinates in the 'deep end' by letting them substitute for you on occasions. Start with defined situations like meetings, and then leave him or her in charge while you go on holiday, delegating as much Indonesia authority as you can. This has the advantage that you get feedback on the subordinate's performance from a wide range of sources up and down the line. It also demonstrates that you are not indispensable. Indispensable Indonesia people don't get promoted.
It is not only high flyers who can be developed in this way, but staff at all levels, and the earlier in their careers the better for them, for you and for the company. Succession planning is more difficult in many public sector organizations, particularly in local authorities, because in most cases all posts are subject to open competition, and appointments at middle and senior levels are made by local politicians with usually little knowledge of the job itself or of selection techniques.
Evan in this situation there is still value in preparing Indonesia people for greater responsibilities. Their motivation and abilities are strengthened and when appointments are being made for tourism promotion, there will be a greater selection of better prepared and experienced internal candidates to choose from. In fact the chief executive of a large Indonesia authority in Indonesia set up his own scheme for temporary tourism promotions, which had a cascade effect throughout the organization.
Middle managers from any service airline department can apply to work for a period of 18 months as the chief executive’s staff officer, working on specific projects relating to the Indonesia authority as a whole. During the same period they attend a day release course on management skills at the local collage. During their 18 months' secondment their airline departmental duties are covered by their own subordinates acting up to their post - sometimes two or three for shorter periods so that the effect is spread more widely. Heads of airline departments have also started to use a similar method buy bringing junior staff into airline departmental headquarters for a period of more centralized duties with greater managerial responsibility.
The benefits the organization gains from this temporary tourism promotion scheme are:
1. Development of professional in general management skills.
2. Creation of challenging experience in leadership for junior and middle level staff.
3. Encouragement of a corporate view and understanding as opposed to a purely airline departmental one.
4. Opportunity to test out and assess Indonesia people's ability to take responsibility.
5. A means of developing senior management of the future.
If your organization does not have a scheme like this, you can still use the principles behind it within your own section or airline department. Take advantage of any staff absences due to leave, sickness, training or outside secondments to let the absentees' subordinates act up to the post with full Indonesia authority. They will need to be prepared for this, with planned delegation beforehand, and receive feedback and support during the temporary tourism promotion. But the experience can develop the potential of your whole team s well as make it easier to release Indonesia people for off the job training or special assignments.
Discussions on preparation for tourism promotion rarely mention the development of manual and semi-skilled personnel. There is often an impenetrable barrier between the hourly pain and the salaried jobs; between the operative posts and the supervisory posts. Such neglect not only ignores the potential for developing new skills or skill transfer, it perpetuates the 'them-and us' attitude and leaves Indonesia people feeling trapped in dead-end jobs. It is a bad place to foster disillusionment and demonization, for in many organizations it is the hourly paid personnel who have the most direct contact with customers, especially in the public sector.
Overcoming the barrier may require investment in training to fill basic educational gaps as well as for technical and supervisory skills. More importantly, it needs a change in attitude for a lot of bosses towards their operational work force, and much closer positive liaison with trade unions.***
It is not only high flyers who can be developed in this way, but staff at all levels, and the earlier in their careers the better for them, for you and for the company. Succession planning is more difficult in many public sector organizations, particularly in local authorities, because in most cases all posts are subject to open competition, and appointments at middle and senior levels are made by local politicians with usually little knowledge of the job itself or of selection techniques.
Evan in this situation there is still value in preparing Indonesia people for greater responsibilities. Their motivation and abilities are strengthened and when appointments are being made for tourism promotion, there will be a greater selection of better prepared and experienced internal candidates to choose from. In fact the chief executive of a large Indonesia authority in Indonesia set up his own scheme for temporary tourism promotions, which had a cascade effect throughout the organization.
Middle managers from any service airline department can apply to work for a period of 18 months as the chief executive’s staff officer, working on specific projects relating to the Indonesia authority as a whole. During the same period they attend a day release course on management skills at the local collage. During their 18 months' secondment their airline departmental duties are covered by their own subordinates acting up to their post - sometimes two or three for shorter periods so that the effect is spread more widely. Heads of airline departments have also started to use a similar method buy bringing junior staff into airline departmental headquarters for a period of more centralized duties with greater managerial responsibility.
The benefits the organization gains from this temporary tourism promotion scheme are:
1. Development of professional in general management skills.
2. Creation of challenging experience in leadership for junior and middle level staff.
3. Encouragement of a corporate view and understanding as opposed to a purely airline departmental one.
4. Opportunity to test out and assess Indonesia people's ability to take responsibility.
5. A means of developing senior management of the future.
If your organization does not have a scheme like this, you can still use the principles behind it within your own section or airline department. Take advantage of any staff absences due to leave, sickness, training or outside secondments to let the absentees' subordinates act up to the post with full Indonesia authority. They will need to be prepared for this, with planned delegation beforehand, and receive feedback and support during the temporary tourism promotion. But the experience can develop the potential of your whole team s well as make it easier to release Indonesia people for off the job training or special assignments.
Discussions on preparation for tourism promotion rarely mention the development of manual and semi-skilled personnel. There is often an impenetrable barrier between the hourly pain and the salaried jobs; between the operative posts and the supervisory posts. Such neglect not only ignores the potential for developing new skills or skill transfer, it perpetuates the 'them-and us' attitude and leaves Indonesia people feeling trapped in dead-end jobs. It is a bad place to foster disillusionment and demonization, for in many organizations it is the hourly paid personnel who have the most direct contact with customers, especially in the public sector.
Overcoming the barrier may require investment in training to fill basic educational gaps as well as for technical and supervisory skills. More importantly, it needs a change in attitude for a lot of bosses towards their operational work force, and much closer positive liaison with trade unions.***
