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- 1. The Philosophy behind Staff Development for the Next Generation By: Sarah A. Murray, M.A. As the technological age evolves, markets are in transition and the world continues to change so do the employees of organizations. The landscape of American business has been upgraded, downloaded and modified. Development practices of the past have faded into organizational management history books as the Web has captured and molded our present and, ultimately, the future of how we do business. The age of instant access and immediate gratification has shaped our world as the now and relevant. Anything less than immediate will not do as it relates today’s employees at work. This is especially true when employing the newest cohort on the work scene, Generation Y. Also known as the Millennials, born during 1980 – 2000, they do not remember a world without WWW, PC’s or cellular phones. Bruce Tulgan calls them the ultimate workers because of their abilities to multi-task and understand how technology works.1 The entrance of Millenials into the working market generates an opportunity to create, define and implement an innovative Staff Development Philosophy (SDP). As Generation Y members step out onto the organizational playing field, methodologies of the past will not work. A starting point for change is to build a philosophy for employee development that will grow with the organization. This article will define a Staff Development Philosophy; illustrate the benefit of committing as an organization to this process, how Change Agents are the catalysts for transformation and finally how to lead with employee’s strengths to cultivate the organization for the leadership of tomorrow. Staff Development Philosophy The culture, attitude and the method in which organizations choose to interact with staff is the first step to consider when building a philosophy. A philosophy by definition is the critical study of the basic principles and concepts of a particular branch of knowledge, especially with a view to improving or reconstituting them.2 A company’s desire to be a learning organization needs to begin with identifying their gap. The gap is characterized by uncovering the distance between where the organization is and where it wants to be. The gap is then bridged by delivering training, development and coaching that is in alignment with the company’s mission and strategic goals. A Staff Development Philosophy is in concert with the organization’s strategic plan. It shows up as a living document that symbolizes the spirit of the organization. SDP’s can be used as a core guiding document because it promotes a connection to the employees who are the lifeblood of the organization. It serves as a reminder to take care of the people who make it all possible. SDP’s can also maximize operational plans because the philosophy is part the foundation of where all long term strategies exist. 1 Tulgan, Bruce (2000) Managing Generation X. New York: W.W. Norton & Company, Inc. 2 http://dictionary.reference.com/browse/Philosophy
- 2. Within a learning organization, every employee has accountability to their learning needs and the managers are recognized as the key to extraordinary results in development. A sample philosophy statement is provided: We are committed to developing the talents of our company’s employees. We value our employees and understand that continuous learning benefits the entire system by developing and maintaining employee skills and supporting successful leaders at all levels. This commitment is realized as a shared responsibility between each employee and each department of the organization.3 Web site after web site from organization to organization boasts impressive mission and value statements. The type of philosophy we are focusing on is that which is born out of the trenches of an organization that can move generations of workers to greatness. Jim Collins talks about building a great company in his book From Good to Great. It is about the people who are working in the organization. And not just any people but the “right” people. In defining a Staff Development Philosophy for your organization start with the people.4 Get curious about what the employees are seeing and experiencing. There are missions posted on web sites across the country that state that their employees are committed to excellence or whatever buzzword is circulating at the time. Is that really true? Do the employees really have a voice? Do they have a choice? However before answering those questions first ask yourself as an organization - what is the level of commitment to a new development philosophy for your company? Commitment to the Philosophy A commitment for learning and change is a first step in a Staff Development Philosophy (SDP). The development initiative has to be well prepared and intentionally folded into the existing strategic plan for the organization. Key individuals and possibly managers will emerge to be identified through this exploratory process. These vital employees will be the agents who will espouse the SDP and put it into action. As a result, they will build coalitions within the organization to translate the SDP to all levels of workers creating a living development philosophy in the workplace. A Staff Development Philosophy cultivates and grows the people who make up the company. It has been demonstrated that when an organization invests in its people likewise will the people invest in the organization. This is made possible by an SDP in action. 3 http://www.hr.mnscu.edu/training_and_development/employee_development_philosophy.htm 4 Collins, Jim (2001) From Good to Great. New York: HarperCollins.
- 3. For example, Bill Gates believes that staff is our greatest asset. Treat them poorly at your own peril.5 It is important to steer away from the training of the month and create a learning program that is worthwhile and relevant for adult learners. Many employees have adopted the WIIFM stance or in other words what’s in it for me viewpoint at work.6 This is especially true for Generation Y members who usually leave organizations and take their friends with them when they decide that the company isn’t providing what they need or want anymore. This poses a serious problem to staff retention as a result of loosing groups of workers at a time. A solution to WIIFM is to create and support a we attitude. Promote a connective approach where every worker is accountable to themselves and each other. To pioneer this process in the organization look to the manager. “The front-line manager is the key to attracting and retaining talented employees…no matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer.”7 This is the bedrock to any well laid Staff Development Philosophy initiative. Also, cultivating and promoting talent from within the organization is advantageous. “Studies consistently show that the most successful companies hire their chief executives from within and that they spend a lot of money and energy grooming senior-level officials to fill those corner offices. 85 percent of the 20 most successful companies had promoted their current chief executive from within.”8 Commitment to a Staff Development Philosophy is paramount. The commitment does not have an expiration date it has a growth rate. This agreement will allow the work outlined in the strategic plan for the organization to meet and potentially exceed business goals. Managers as Change Agents One element of an SDP is identifying Change Agents within the organization. A Change Agent is defined by their ability to utilize their passion, enthusiasm and relevance of development topic to spark the employees’ wish to learn, grow and develop. “In short, a manager should facilitate learning and change, since they are on the front lines of performance.”9 They also need to learn how to adapt learning and change over time as necessary. They will measure success, identify results and possess the skill to recognize benchmarks of progress. The strengths and weakness of employees can be 5 Gates, Bill: www.microsoft.com 6 http://acronyms.thefreedictionary.com/WIIFM 7 Buckingham, Marcus; Coffman, Curt. (1999) First, Break All the Rules. New York: Simon and Schuster. 8 Blumenstyk, Goldie. “A Chronicle Survey: What Presidents Think.” The Chronicle of Higher Education. November 4, 2005. 9 Gilley, Jerry W.; Quatro, Scott; Hoekstra, Erik; Whittle, Doug; Maycunich, Ann. (2001) The Manager as Change Agent. Cambridge, MA: Persues Publishing.
- 4. identified and coached appropriately. The Change Agents will lead their team based on their strengths. Leading with Strengths Many organizations have worked within the model that development is for fixing employees. The new philosophy works within the domain of a no fix approach which maximizes strengths, develops perceived limitations and removes any obstacles. “In essence, you need to move from a reactive diagnostic-oriented performance improvement approach to a proactive, preventative approach that focuses on identifying what employees do well and creating growth and development plans that maximize their contributions.”10 To improve and expand upon existing competencies with employees look for the following strengths.11 • Ambition • Enthusiasm • Rapid Learning • Curiosity • Performance Zones The strengths of an employee will assist a Change Agent in identifying performance patterns. This puts emphasis on cultivating strengths and not focusing on deficiencies. Failure is not Failure is one of the best learning experiences an employee can the falling have. This allows for the Change Agent to work with the employee down, but the to bring about the best talent. This development strategy is in staying down. alignment with the Staff Development Philosophy as a result of an – Mary Pickford employee centered stance on learning and development needs. Closing Comments The strategic goals of an organization can be obtained by creating, defining and implementing a solid Staff Development Philosophy. The benefits of adopting a well planned philosophy far surpass expectations because employees are now investing back into the company. A word of caution for those eager to work within the realm of developing philosophies for your own organization since this article is only the beginning. A Staff Development Philosophy is a living document that changes as the employees do. This process is ongoing; therefore, it is never complete. A recommendation for organizational 10 Gilley, Jerry W.; Quatro, Scott; Hoekstra, Erik; Whittle, Doug; Maycunich, Ann. (2001) The Manager as Change Agent. Cambridge, MA: Persues Publishing. 11 Gilley, Jerry W.; Quatro, Scott; Hoekstra, Erik; Whittle, Doug; Maycunich, Ann. (2001).
- 5. development in this area is to study the attributes of Generation Y the largest generation to enter the workplace since the Baby Boom. Although some of the characteristics of Generation Y mirror the Boomers they are a whole new brand of workers with a new set of expectations. As stated earlier the rewards of articulating and adopting a SDP can create tremendous ROI for the organization. The return shows up as retained, motivated and engaged employees. Articulating a sound Staff Development Philosophy could be the difference between an organization being good or being great!