People - Self-evaluation
Develop and harness your people's abilities and attitudes in a planned and productive manner, through a clearly defined programme of challenges, experiences, team involvement, and training.
In planning improvement in any aspect of management, it is vital to have a clear understanding of both the start-point and the end-point; of where you currently are and where you want to be. The following simplified scale is offered as a means to think through your answers to these questions. The scale is set over five points, with the best situation reflected at the top of the scale (as reflected in the diagram below right). The descriptions of each step in the scale are further amplified in the text below. In using the scale we suggest that you think through your answers to the following questions:
Where is your
To what stage
do you want your company to develop?
needs to happen to close the gap?
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Managing by Design
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Transforming performance through QFD
Testimonials on systematic management
Development designed into work patterns: The team has recognised it has a responsibility to develop both its current performance and its future potential. Work patterns have therefore been designed to focus as much on the ongoing development of competence, as on the use of that competence in delivery.
System of growth through challenge and coaching: Development of both teams and individuals is planned and systematic. Roles and projects are regularly allocated slightly beyond the team or individuals current competence in order to drive a practical coaching programme and continuous development.
Clear effort to involve support and encourage: Individual development of team members is an ongoing consideration. Annual appraisals are supplemented by regular and frequent review sessions, which commonly result in the development of individual skills through the provision of planned support.
Effort largely a result of observed deficiencies: Individual development tends to be focused in formal training courses planned in response to the appraisal process. Some one-to-one support does take place, but only in cases where a problem is evident or someone is new to the task.
No serious attempt to address development: The team does little to identify and act upon individual development needs. New tasks and situations are allocated on a largely sink or swim basis. Appraisals (where they are carried out) tend to focus on evaluation, & resulting training actions are often forgotten.
© Tesseract Management Systems Ltd 2003