By: Alison Valente - L&D Consultant – HR & Legal Specialist
In this blog I’m going to talk about how you determine what development your star performers may want or need as the case may be.
Indeed, for many organisations this can become a bit of a mine field, as many questions arise: Which training course? Will it provide our staff with the skills they need? Will I be able to show return on investment to the business through this solution? Does this employee really need this training or development?
It can be quite confusing. However, if you put the steps in place to create a robust plan, manage the way you develop your talent and keep a close eye on workforce productivity, you’ll be able to confidently make decisions that are right for the organisation and the individual. And if you get stuck, just give us a call and we can help you.
To make it a bit easier let’s look at some examples. You probably have at least one individual like this in your organisation.
Claire, Graduate Engineer
Claire has recently joined the organisation on a graduate programme. She will be moving into a team management role looking after a team of 5 people and is ready to embark on a level 3 management apprenticeship. She has a very strong academic background but is new to manufacturing and lacks experience in the sector.
Claire requires management development to successfully manage her team. Her company has levy funds to spend and has decided to develop its staff through a management development apprenticeship at level 3.
Typically she will be exploring development opportunities such as:
For longer term accredited study, Claire would benefit from either:
Gaz, CNC Operator
Gaz has been with the company for 3 years. He is a very competent CNC operator, liked by everyone and gets on well with this peers, but has little interaction with senior management. He has recently been promoted to CNC team leader of 4 members of staff and he needs to go on the journey to transition from mate to manager. Gaz likes to socialise on a Friday with his co-workers. Gaz was recruited as a CNC apprentice but since then has not completed any further qualifications.
Typically Gaz will be considering short courses development opportunities such as:
Or longer term accredited study such as:
All the short course topics above will be included in a longer, accredited programme.
Pete, Manufacturing Manager
Pete is a manufacturing manager who has been in the business for quite a long time and has become a reliable, loyal staff member. He studied NQV level 4 in management some time ago and now manages a team of 6 people. Pete has realised his certifications are out of date and needs further development to progress in his role. However, he has been out of academic educations for many years and he has some concerns about how he can approach study again.
The best choice for Pete to build confidence in returning to study and move toward a formal qualification would be a short course such as:
Alternatively, Pete would draw great benefit from a long term study option:
Dotty, Maintenance Operator
Dotty has been with the company for a couple of years as a skilled maintenance operator, but she is an ambitious person and is looking to become a team leader. Despite having completed some short technical courses, Dotty didn’t have any formal management training and she knows that a full development programme is the key to unlock her full potential.
The best option for Dotty to progress her career would be a short course such as:
Alternatively, another perfect choice for Dotty would be a long term accredited study:
These are only a few examples of different profiles within your organisation and what type of development options they would benefit from. Download your own copies (see form below) to share with colleagues and start putting your plan into action to develop the workforce of the future.