Motivate Staff to Continue Developing Their Skills
What supervisors can do:
- Encourage employees to take ownership of their jobs and to strive for personal excellence.
- Be knowledgeable, and share resources and referrals.
- Make sure job responsibilities are clear and useful.
- Discuss skills that are essential to be successful in the job.
- Provide opportunities for increased responsibility and career advancement.
- Give honest recognition for work achievements.
- Model the need for continuous learning.
Support Performance Development
How supervisors can act:
- Encourage employees to do an honest assessment of the job responsibilities and determine where they may have skill shortfalls or skills not being fully utilized.
- Discuss and create a development plan during the performance planning cycle.
- Endorse employees' attendance at classes and activities that support the unit's objectives, development plans, and goals.
- Discuss what employees learned in classes and support the integration of new ideas/methods into their work responsibilities.
- Provide timely behavioral feedback on performance and discuss ways to improve and develop further.
Provide opportunities for employees to develop through:
- Supervisor and peer coaching
- Rotating work assignments
- Committee and task force assignments
- Campus staff organizations
- Professional associations
- Skill assessment programs
- University degree and Extension programs
Low Commitment Inhibits Employee Development
Causes of Low Commitment:
- Lack of appreciation, reinforcement
- Low satisfaction, motivation
- Low employee ownership/involvement
- Misunderstood/unrealistic expectations
- Lack of trust
- Lack of self-confidence
- Lack of attention to employee's needs
- Differences in values, personality type, style (with manager, peers, customers, etc.)
- Workload level (too much, too little)
- Current responsibilities unconnected with career ambitions
- Personal problems
Commitment cannot be taught - however, it can be inspired or supported.
Actions to Raise Commitment and Competence
Talk with the employee - Consider:
- Opportunities to learn, practice, perform
- Revised, realistic expectations
- Delegation of challenging assignments
- Special projects
- Job change (additional scope, responsibilities)
- Coaching and feedback on specific skills
- Sharing of knowledge, experience (from you or others)
- Observing/ Apprenticing with competent associates
- Motivated self-study
- Training on essential skills and competiences