Wermeling PEOPLE DEVELOPMENT EXPECTATIONS 1.. This includes identifying areas people do well, have experience, and/or unique skills as well as interests in broadening or training assign
Trang 1Source: CBA to on-boarding new R&PD employees by J Alden, P Fisher, H Hicks, Y Igarashi, J Ostendorf, W Patterson, J Rosborough, J Shulman, J Warr, and D Wermeling
PEOPLE DEVELOPMENT EXPECTATIONS
1 Proactively gain insights on career interests and establish the expectation that career development is
an expected
discussion topic This includes identifying areas people do well, have experience, and/or unique skills
as well as
interests in broadening or training assignments or assignments in other locations Share the insights with
Management to assure the best assignment matches
2 Clearly identify the assignment responsibilities of your people Discuss how an assignment fits with a person's
career interests Write out role as appropriate and update in a timely manner
quality way
project/program
be consistent with business and organization
=> Identifying types of contributions that are beyond expectations
=> Delegating some of your responsibilities
=> Assigning extra responsibilities to enhance projects
3 Assure that your people are recognized for their contributions Look or opportunities for them to present their work to the team and Management Share results beyond the project team for broad reapplication Assure that Management is fully aware of your people's contributions including the excellent execution of the standard work required to deliver programs
4 Work with Management to assure your people are rewarded for their contributions This includes the simple "Thank You" and "Job Well Done" as well as calling attention to contributions that deserve a Special Recognition Award
5 Work with your people to identify areas of strength and areas for development Provide timely
on-going feedback to help them build strengths, minimize development areas, and grow in their assignments
6 Ask for input from your people regarding your own strengths, areas for development and how you can help them
accomplish their objectives Request specific examples so as to avoid labels and potential confusion
people to show your commitment to change
7 Look for opportunities to further develop skills by leveraging strengths and identify ways to minimize areas that get
in the way of contributions This includes helping Management to identify appropriate formal training and providing on-the-job coaching Encourage your people to take responsibility to invest in themselves Also asses “fit”, considering the person’s skills and interests
8 Establish expectations on the frequency for each of these development activities The following guidelines are
minimum expectations:
1/year with broad input and agreed 2 levels up
Trang 2Source: CBA to on-boarding new R&PD employees by J Alden, P Fisher, H Hicks, Y Igarashi, J Ostendorf, W Patterson, J Rosborough, J Shulman, J Warr, and D Wermeling