The Talent Masters: Why Smart Leaders Put People Before Numbers [Deckle Edge] 25 best practices in learning

& development Strategy driven talent management talent development in Toyota The changing face of people management in India By Pawan S. Budhwar, Jyotsna Bha tnagar Book for GE

s 1. Prepare the employee To get the employee thinking about their own development and the areas where dev elopment can occur, here is a series of questions you will want to ask the emplo yee. a. What are the skills needed to do your job? How well do you perform them ? b. What aspects of your job do you like least/best? c. What major accomplishments have you achieved since your last performance appraisal? d. In what ways, can your supervisor and/or the organization help you to do a better job? e. What changes would you like to see in your current job? f. What are your job goals for this next year? g. Where do you see yourself in five years? h. What have you been doing to prepare yourself to move ahead in your caree r? i. What activities would help you develop yourself? 1. 2. 6. 7. 8. How often does your manager discuss the following with you? Personal Performance Departmental Performance Company Performance

ted Framework for Leadership Development INDIVIDUAL-LEVEL ORGANISATIONAL-LEVEL - Occupation - Personality - Life experience - Socio-political - Economic - Sector/activity CONTEXT - Motivations - Aims & ambitions - Personal identity - Needs analysis:

Future orientation .Relevance to work/life situation . stability & consistency .Ongoing commitment & support .Resources: financial.Personal support .Opportunities to apply learning .Roles: formal & informal . reward.Reflection .strengths & weaknesses . other .Developing community .Communication: up.LD: strategic capability. principles .Skills and knowledge .Practice . performance mgmt.Leadership pipeline .Career pathway .Mgmt & Leadership: distributed or localised? .Knowledge of the system -HR systems: recruitment.MD: operational capability.Strategic priorities DIRECTION SETTING Figure 7: An Integrated Framework for Leadership Development STRUCTURE & PROCESSES LEADERSHIP DEVELOPMENT LEARNING TRANSFER EVALUATION & REVIEW .Objectives: economic.Levels: top/middle/junior.Removing barriers . retention.Through life development .Celebrating success How can I make an impact within the system? . social.Self awareness & confidence .Personal needs .Metrics & indicators . other .Putting in place new systems . across .Culture & social identity .Personal transformation . succession planning .Values: ethics. groups/teams/individuals .Progression opportunities .Developing others .Networks & relationships . down.OD: restructuring & change . innovation & change .System-wide perspective .Professional credibility .Teams and partnerships .Learning organisation .

How can this learning be embedded in the organisation? DIALOGUE UNDERSTANDING SHARED PURPOSE Who am I & why am I here? Who are we & what do we want to achieve? SYSTEMS ROLES Where do I want to be & FUNCTIONS how can I get there? Where does the power lie & what are the blocks to change? LEARNING REFLECTION How can I make sense EXPERIMENTATION of my experience? How can we facilitate engagement with leadership? EMBEDDING EXPERIENCE ADAPTATION How can I continue to grow & develop? How can we improve on what we are already doin .

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