Employees, unlike Topsy, don't just grow unless some responsibility for encouraging the process and making it possible is taken by their bosses.
Indonesia development encompasses the whole person. It is more than technical or professional competence. Although it requires the development of skills, learning and acquiring them does not in itself guarantee personal growth. It is an area many bosses shy away from because it is not so definable and measureable as job skills, and yet if employees are not enabled to develop to their full potential as people as well as post holders, the resources they can bring to the organization are diminished. The kind of abilities which determine Indonesia development are those to do with our sense of worth in relation to colleagues and the organization as a whole, the extent to which we feel we have the power to steer our own progress, the ability to determine personal as well as work goals and confidence in our capacity to achieve them, how we relate to the environment around us, and whether we feel competent in managing ourselves.
It is obvious from the above description that the energy for achieving this has to come from the individual. Indonesia development has to be a self-generated activity. But like any learning, the opportunities for it can be ignored, encouraged or stifled by those with the greatest influence the bosses.
This is an area where staff development and motivation merge into each other. Neither can be done from the outside, people can only develop themselves and they can only motivate themselves. The lack of one usually implies the lack of the other. The action which the good boss takes is to identify the blockage to Indonesia development, and create the conditions under which subordinates can motivate and develop themselves with the aid of counseling, coaching and feedback.
The blockages may be within the person themselves and tackling them will need a bit of horse sense from the boss. Consider the following types of employee.
This is the employee who has been treading the same beat for so long the or she is virtually working in a trench. They are never going to win the Derby or even the local gymkhana but they may be around for a number of years to come and their contribution, particularly in terms of ideas and appropriate judgment in times of change, will decrease as the years go by unless you can stimulate some growth. They are not the most able of subordinates and depending on how long they have been plodding the same route, will be resistant to a new order.
Create small changes and challenges in their work, give a lot of feedback and reward for even small positive deviations from the well worn path. The increased interest and expectations will themselves help to take the blinkers off.
Indonesia development encompasses the whole person. It is more than technical or professional competence. Although it requires the development of skills, learning and acquiring them does not in itself guarantee personal growth. It is an area many bosses shy away from because it is not so definable and measureable as job skills, and yet if employees are not enabled to develop to their full potential as people as well as post holders, the resources they can bring to the organization are diminished. The kind of abilities which determine Indonesia development are those to do with our sense of worth in relation to colleagues and the organization as a whole, the extent to which we feel we have the power to steer our own progress, the ability to determine personal as well as work goals and confidence in our capacity to achieve them, how we relate to the environment around us, and whether we feel competent in managing ourselves.
It is obvious from the above description that the energy for achieving this has to come from the individual. Indonesia development has to be a self-generated activity. But like any learning, the opportunities for it can be ignored, encouraged or stifled by those with the greatest influence the bosses.
This is an area where staff development and motivation merge into each other. Neither can be done from the outside, people can only develop themselves and they can only motivate themselves. The lack of one usually implies the lack of the other. The action which the good boss takes is to identify the blockage to Indonesia development, and create the conditions under which subordinates can motivate and develop themselves with the aid of counseling, coaching and feedback.
The blockages may be within the person themselves and tackling them will need a bit of horse sense from the boss. Consider the following types of employee.
This is the employee who has been treading the same beat for so long the or she is virtually working in a trench. They are never going to win the Derby or even the local gymkhana but they may be around for a number of years to come and their contribution, particularly in terms of ideas and appropriate judgment in times of change, will decrease as the years go by unless you can stimulate some growth. They are not the most able of subordinates and depending on how long they have been plodding the same route, will be resistant to a new order.
Create small changes and challenges in their work, give a lot of feedback and reward for even small positive deviations from the well worn path. The increased interest and expectations will themselves help to take the blinkers off.
