|
Creating a personnel development plan |
|
|
|
|
| Written by Dean Young, on Mon-May-2009 |
Page 1 of 2
What managers should do to help mentor supervisors in their careers
To effectively create a supervisor personnel development plan, a manager must custom fit the plan to the intended learner. In this column I will use an example to illustrate the critical factors. The development plan I wish to introduce is intended for a new supervisor. “Sam” is a newly-promoted security supervisor — a veteran with the organization as a security officer and he is concerned about doing a good job.
It is vital for managers to assess the supervisor’s own self-identified needs. Sam identified the need to develop supervisory skills, including communication, both with internal and external stakeholders, and managing difficult employees. Skills that were identified for development involve crisis management, time management, strategic thinking, motivating employees, staff development, confidence building, and independent thinking. Commitment to effective leadership leads to committed staff which leads to increased service leads to stakeholder satisfaction, which leads to increased organizational support, and loops back to the beginning. Developing Sam’s motivations to improve his role as supervisor will impact the organization, as well as his own professional opportunities.
It is vital for managers to be active in the learning process. Being a central player in his development will benefit the manager to seek a dialogue with Sam and provide him an active role in his development. Ultimately, it is best to allow Sam to develop independently. Sam will benefit from being empowered to take the ball and run with it, with access to support from the manager when needed. Officers are usually experienced members of the team, and they ultimately know what direction is necessary.
It is vital that regular assessment take place. The manager will need to meet with Sam regularly to guide his growth. It will be necessary to seek input from Sam to determine what he thinks he needs and from staff to determine what they think their supervisor needs. The manager must identify both internal and external resources, such as seminars and courses, and arrange for the funds. Additionally, the manager should plan on developing an ongoing plan to be worked into long-term budget planning.
It is vital that the supervisor delineate his relationship with the team. Understanding that a key factor in organizational learning is that of adaptation, it must be recognized that Sam must effectively adapt his role from being a member of the team to a leader of the team. Such adaptation will require his ability to understand and meet higher expectations, greater responsibility, and to adapt to the active role of the culture of workplace, adapt his vision to daily operations continuously as each step of the process changes his work environment.
Carrying out the plan for Sam should include discussion to explore changes in the organization, and discuss the implications of those changes, and to develop plans to address the concerns as they arise.
|
