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BEST PRACTICES - Click
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| Leadership
development program which includes a year-long mentoring relationship
and development of a special project.--
achang@wctc.edu
|
| Learning is
part of our culture. We have regularly scheduled offerings for all
employees with time share opportunities (1/2 employee and 1/2
organization). Many are offered over the lunch hour or at other flexible
times. Our employees are in the "habit" of learning. |
Succession plans
are in place for each position within our company.
Performance reviews are done quarterly and succession planning is a part
of the review process.
Focus groups and teamwork development groups help to maintain focus on
employee development and keep that development aligned with corporate
goals and objectives. |
| Every year
multiple offerings are listed for all staff/managers to take classes
that college gives 1/2 time and employee gives 1/2 time in order to
participate in training. |
| We have unlimited
educational opportunities for employees. |
We have a few
"developmental" employee programs where new(er) employees rotate
through various departments for 18 months to learn, network get exposure,
mentors, etc.--
vanessa.o'neil@we-energies.com
|
| Our succession plans
are rolled up to the CEO. He reviews all plans personally with
all organizational heads and holds them accountable for development plans. |
In early stages,
selectively offering high level (university delivered) programs
to those deemed "high potential" for future management or senior
management positions.
csutryk@strong.com |
| Organizationally,
there is not much continuity, so I will talk about one department. The
training given to our new front desk staff (I work at a hotel) is very
good, high quality. Technical training is merged with customer service
from the beginning. A great deal of time is invested up front for a
position that pays very little. The pay off has been good--reduced
turn-over, better customer service. |
| Any employee who
attends an educational seminar, conference, course, etc. makes an
agreement to share the information with other applicable employees. If
the individual is an effective teacher, they may put on a brief class. If
they are not, they assist in developing curriculum, handouts, and
newsletter articles or simply add information to their next department
meeting agenda. This way, we pay for one person to attend the class, but
all employees benefit. Plus, this technique maximizes retention of the
information for the individual who originally attended.
kwraalstad@threepillars.org |
| We are trying to meet
the needs of many audiences by giving "Corporate" resources to all
associates and managers. Our philosophy is to focus most attention on
managers, but offer e-learning and other on-line resources to associates.
The blended learning approach is the model we have begun to
implement.
jwollner@strong.com |
| Organization's
approach to offer development opportunities to all employees by strictly
adhering to posting of all job opportunities and HR strictly
overseeing that process to ensure that first consideration for all
supervisory and management positions is given to employees with potential
and drive, not necessarily all the experience required. |
| All new supervisors
and managers, whether new to the organization or promoted internally, go
through a very thorough orientation program with the HR Director to
give them nuts and bolts of supervising, including policies and
practices of our organization and obligations of managers. |
| We have monthly
meetings between people we have identified as those with "potential" and
someone two levels above them to identify areas for more exposure,
experience and responsibility outside of direct management's involvement.
|
| 1) Skills/Interest
Assessments; 2) Provide training and support in identified developmental
areas; 3)Provide developmental opportunities; 4) Collaborate w/ BU
relative to projected staffing needs; 5) Succession planning. My
company is in the process of massive organization re-design as a result of
an acquisition of another major company. Throughout various BU, we are
administering skills/needs ass (INBASKET/OPQ); conducting SI and utilizing
pf ratings to determine position of middle management. In addition, we
have a comprehensive management trainee program. |
| Our organization is
going through an enormous change at this time and many interesting things
are happening. One recent event is leadership development. The
organization has identified the top 150 leaders in the organization
by asking leaders and managers to 1) identify high potential people who
are impacting the business today and 2) people who have the potential to
impact the business in the next 3-5 years. These folks are being
brought together to begin to establish development plans and
accountabilities.
kathy.schauer@hewitt.com |
| My company has an
entrepreneurial spirit that makes it very open to ideas or suggestions
from employee as to new products or processes. Motivated employees
find many opportunities to take on new responsibilities to even "reshape"
their jobs. |
| Cross-functional
group discussion held annually about each employee, to identify strengths
and areas for the individual's future development and future company
position. Takes all day--very comprehensive. Managers come with
specific examples of job performance. |
We identified the
competencies for every position in our department of 62 people. The
competencies were categorized and then posted on our intranet so
that anyone in the department can see them and take steps to develop
themselves in the hopes of being considered for another position.
mcargi@ci.mil.wi.us |
| Assessing management
talent and the potential gaps between managers who are leading teams
because they are good at developing associations and those who are
managing teams because they are technical experts. Also developing early
talent. |
| Discussion
opportunities to talk about and identify leadership traits and how to
demonstrate them, not only at the managerial level, but at the
front-line employee level. Leadership is not confined to managers.
sboss@strong.com |
| Employee development
through the use of assessment tests and working with company
leaders to further develop that talent. |
| Annual reporting
on career development activities done by individuals. Each professor
is asked to provide information on what they have done to maintain/keep
current their skills/knowledge in their field of expertise. The
expectation to stay current is reinforced by this reporting while the what
and how of development is individually managed. The curriculum manager
has a chance to work with an individual professor if they are not pursuing
development. The driver is accreditation. |
| Leadership
development training program for middle management. Chief of Staff (#2
person in organization) attends every class and serves as a coach. He
is truly the champion of this program. |
Leadership
development team--design, develop and coordinate two-day leadership
development sessions quarterly. The team members are managers
identified by their peers as good leaders.
tdoherty@allsaintshealthcare.org |
| Targeted selection--fit
with culture, fit with job; performance management system based on
whats and hows--key business targets and behavioral competencies. |
| Granted employee
development is based upon company needs and business strategy, our company
develops employee at all levels; however, the training varies. For
example, being a manufacturing company, line employees are
cross-trained within and among production departments. Therefore,
those who are in controls are trained in electrification as well as in
test, etc. Therefore, this cross-training aids their development. While
profession staff are identified and grown and trained through various
outside training programs as well as inter-departmental training or at
least understanding. All managers and executives have one or two employees
who were identified and are mutually agreeable to being their manager's
successor and they receive appropriate training. In general from line
to executives, the employees have a long-term and business as a whole
perspective. |
| Blended learning
using e-learning that is mapped to specific competencies as well as
group sessions using high potentials as facilitators to further drive
points home. All of this maps back to performance objectives. |
| 1. President
promotes hiring people better than you to work for you (grow exponentially
better); 2. Vice President of Sales talks to sales managers on a
regular basis to find out potential bench of candidates then puts them
through 'leadership' classes discussing different ideas (i.e.,
recruiting, coaching, motivating).
mwilliams@directs.com |
| We are engaging in a
job profiling process to identify key behaviors for success in each
role in the organization. Top performers complete an assessment as part of
the process. Key behaviors are identified. We use this information to
assess/hire to these key behaviors. Development plans are implemented
based on gaps (i.e., "Where is the person today, where do we need to get
them tomorrow?") |
| All managers are
expected to identify at least one staff member who has
characteristics/potential for a future significant leadership role.
With employee, they create/supplement an individualized development
plan for the employee. |
| All leaders/managers
are asked to meet regularly (weekly or bi-weekly) with each of their
direct reports. The direct reports goes first to share any
issues/concerns, etc. It has opened the door to better communication
throughout the organization. |
| Immediate and
specific feedback tied to the company's rewards program. |
| Feedback from
lower-level employees. |
| DAP--Developmental
Action Plan--Completed with manager once a year; monitored quarterly.
Can include internal or external training, mentoring and action items.
(Example: read a specific book.) Developmental areas based on current job
or future job development. |
| Consulting Pairs--A
program designed to facilitate session(s) between employee and employee,
employee and manager or manager and entire workgroup to overcome issues
and concerns. Trained by an outside vendor. |
| Allow all
employees to have the ability to assess their own skills and abilities; to
have a hand in designing their development plan alongside their manager. |
Providing one
whole day "Spring Spotlight" for employee development with topics
identified by the "team/employees" that appear to have the most need for
development. (Key note motivational speaker, luncheon speaker and
topics that pique everyone's interest.) --
gdraeger@wctc.edu
|
Employee development
is embedded as a part of the culture. As a manager, I am expected to
develop my people every day. As a management team, we discuss the
strengths and weaknesses of each person on the team. We then work
individually with each person. We do not shy away from the hard
conversations with each person. Our people expect these conversations
to happen.--
paul.j.okeeffe@accenture.com
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| Initial stages of
mentoring program being implemented. Identifying those with
potential--need to broaden their perspectives, experiences--mentor
(more seasoned person) is assigned to meet with person 1-2 times per
month. |
| We offer
leadership development at three levels, local, state and national for our
employees. (National is for women only.) -
lherrmann@wctc.edu |
