Employee Skills In The Workplace

1825 Words 8 Pages
Employee Skills
There is much to consider when change takes place within an organization, communication, buy-in, and engagement to name a few. One area not to be overlooked when implementing change is the skills of the employees. Training is the foundation for building knowledge about the change and the required skills (change-management.com, 2014). Employees are the organizations number one asset, so ensuring they have the skillset required to match the strategic goal of the organization is vital. As stated by the University of California, San Francisco (n.d.), as a manager, one of the key responsibilities is to develop staff. According to hrcouncil.ca (n.d.), training is the responsibility of the organization and employee development
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According to the managementstudyguide.com (n.d.), human resource professionals play an integral role in creating a culture in the organization where employees take training and employee development activities seriously. While my organization has a formal human resource department, I feel it falls short in accomplishing employee development. Several years ago, HR developed a formal performance management program for all employees to complete once a year. It is a thorough program concentrating on employee development but it does not accomplish, at least in my department, its intended …show more content…
This is what I tried (unofficially) on my own but got nowhere. Knowing the Director was only a couple years away from retirement and me being the senior person in department, I had a desire to learn the duties of the position of Director. At one point, the Director did name me as the Assistant Chief Pilot of the department. I was to fill in on his absence, however he never utilized me in that position; the Director did not want me to learn his job. It would seem planning on future leadership would be important, if not in the Director’s opinion at least from his supervisors point of view. According to bridgespan.org (n.d.), leaders develop primarily through well-designed on-the-job experiences. Furthermore, research has shown that the most effective leadership development involved 70 percent on-the-job learning, 20 percent help from coaches and mentors, and 10 percent formal training (bridgespan.org, n.d.). This is obviously missing in my organization, or at least in my department. It is my opinion that a department our size (small) should have a future looking plan in place, at a minimum for a leader who is close to retirement. Best practice organizations recognize leadership as a key component of jobs at all levels and are committed to creating leaders throughout their organizations (Hernez-Broome & Hughes,

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