Employee Development: Shared Responsibility and Effective Strategies
Employee Development: Shared Responsibility and Effective Strategies
When we consider the responsibility of companies towards their employees, particularly in terms of employee development, we often find ourselves in a mindset that views training as the sole responsibility of the employee. However, research and experience suggest that this paradigm may be flawed. Training, particularly for leadership roles, is often the least effective approach to development. True development requires immediate application to one's job and the genuine support of the employee’s manager. This article delves into the importance of managerial coaching and intrinsic motivation in fostering a culture of continuous learning and improvement.
The Limitations of Training as a Development Tool
The traditional view is that training directly equates to employee development. Yet, research indicates that training is often the least effective method. For leadership development, in particular, true effectiveness can only be achieved when the training is immediately relevant to the job and when the employee’s manager actively supports and encourages the application of the learned skills. The improvement made by the employee should also be recognized to ensure sustained effort.
The Power of Managerial Coaching for Development
One of the most effective means of learning and development is through managerial coaching. A manager who can create a partnership rather than a traditional boss-subordinate relationship facilitates honest and open conversations about real problems, issues, and failures. This environment allows employees to make decisions and in turn, learn from any mistakes. Such a relationship not only requires trust and honesty but also the manager’s willingness to step back and let the employee take the lead.
However, a manager who constantly provides answers may hinder the employee’s ability to learn. Instead, the manager should act as a guide, helping the employee identify what could be done differently. This type of coaching is inherently more collaborative and empowering, enabling the employee to grow and develop over time.
Understanding Intrinsic Motivation
Intrinsically motivated employees are more likely to be engaged, productive, and impactful within the organization. Susan Fowler, in her book Master Your Motivation, elucidates three key elements that enable intrinsic motivation: choice, developing caring relationships, and creating competence. These elements are not only crucial for individual employee development but are also a responsibility of the organization to instill and support in all managers to develop and maintain.
The Role of the Employee in Development
While the organization plays a significant role in promoting and supporting development, the employee also bears a vital responsibility. As Jim Selman aptly states, “you can’t coach into the absence of demand.” The Can Do – Will Do model highlights the importance of the employee taking charge of their career while the organization provides the leadership to create a culture that values learning and actively engages in the coaching and development of team members.
Conclusion
The answer to effective employee development is clear: both the employee and the organization must work together to foster personal mastery. This involves creating an environment where managers can coach effectively, understand the principles of intrinsic motivation, and support continuous learning and improvement. By doing so, organizations can build a cadre of skilled, motivated, and capable employees who contribute significantly to the overall success of the company.
Keyword Tags
Employee development, managerial coaching, intrinsic motivation, organizational responsibility, leadership training