8 minute read
Recruitment
Howtoequipotherstosucceed How to equip others to succeed
SUCCESS THROUGH PEOPLE SERIES In this series of articles, Greg Mitchell (Principal of HR Success) highlights their exclusive 8 Elements to Success through People© Model, designed to create and sustain engaging, productive workplaces that drive business success.
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GREG MITCHELL
In our final article last year (Happy New Year by the way!), we discussed the importance of creating a culture of accountability to improve individual and collective performance. This month, we’re focussed on Equipping Others.
It seems obvious once you pause to think about it: staff need to have the necessary knowledge, information, delegations, skills, experience and personal att ributes to make their best possible contribution to your business.
– Lyndon B Johnson
Th e sad reality though, particularly in smaller businesses, is that we’re so focussed on “gett ing stuff done” that activity related to Equipping Others oft en takes a back seat.
We frequently hear comments along the lines of “we’re too busy to properly induct new team members”, or “it’s too expensive to train staff ”, or the old chestnut “what if I train people and they leave?” (to which of course the only sensible response is “What if you don’t train them and they stay?!”).
While Equipping Others involves more than training (it also involves, for example, information management and ensuring employees have the delegations they need to perform eff ectively), the data relating to the ROI of staff training should be suffi cient on its own to encourage business owners and managers to refl ect on how the business is currently performing in this important area.
A study by the Association for Talent Development (ATD), for example, revealed that companies off ering comprehensive training programs have 218% higher income per employee, and 24% higher profi ts, than those companies without formalized training.
Other studies have consistently shown development opportunities to be one of the top factors in guiding employee decisions relating to staying with or moving on from their current employer.
To get some idea as to how your business is presently positioned in relation to Equipping Others, rate each of the following items on a scale of 1 to 5, with 1 being “not at all”, and 5 being “to a great extent”.
To what extent....
• Are the attributes required to succeed in each role in the business clearly defined? • Are there mechanisms in place to identify and address capability gaps? • Do new staff have access to a structured induction program to “bring them up to speed” as quickly as possible? • Are there mechanisms in place to consider whether staff have access to the information, equipment and other resources they need to perform effectively in their job?, and • Is there a clear link between development activities and the strategy/ plans of the business?
Total your responses to calculate your score out of a potential maximum of 25. Th e lower your score the more opportunities there are to improve your business!
Consider these Tips:
• Define the skills, knowledge, experience and personal attributes required for successful performance in each role. Develop a simple matrix to assess the current capabilities of staff members against relevant requirements, then work with them to develop clear action plans to address any gaps. • When reviewing business plans, make a point to ask yourself: what skills, knowledge, experience and personal attributes will we need to achieve these plans? To what extent do they currently reside
within the business? Do we need to further develop our current people and/or supplement our current capabilities by bringing in new staff and/or seeking external support? • Think broadly when considering how to address capability gaps within your current team: consider, for example, the merits of on-the-job training, mentoring, involvement in special projects, attendance at seminars and workshops, online learning and/or encouraging staff to undertake tertiary studies. • Develop and implement an appropriate, structured induction program for new staff. • Implement a review process to ensure staff have access to the information, equipment and other resources they need to perform effectively in their roles, and that they have the delegation/authority to make decisions they need to make.
Greg Mitchell is managing partner at HR Success. Curious as to how your business or team is performing in terms of the other 7 elements of the model? Check out our free, confidential diagnostic today – www.hrsuccess.com.au/diagnostic, or call us to discuss how we can help.
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