Development Process

1. Development Process • These slides provide an outline structure for a development process which is consistent with the systematic management model. • Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of the website, you know how each slide builds, and you are clear on the points you wish to make with them

2. THE PROCESS OF PEOPLE DEVELOPMENT • Discussion: • Is our approach to the various parts of the development process constant, or does it depend on the stage the trainee is at? • What sorts of things/examples might occur if we misunderstand where someone is on the model, or get our approach wrong? • Does this happen in practice? • What are the long term organisational implications of this?

3. DEVELOPMENT Coach Hi 3 power Sell 4 Em 2 DELEGATION Concern for Individual 5 Tell 1 Lo Hi Lo Concern for Task Storm Storm Storm Norm Norm Norm Form Form Form Perform Perform Perform EMPOWERMENT PROCESS DEVELOPMENT Coach 3 power Sell 4 Em 2 DELEGATION 5 Tell 1 2

4. Coach power Sell Em Tell 0 1 2 3 4 5 Competence Level DEVELOPMENT Coach Understandingof Background Low, may not have met customer or have clear understanding of the next stage Understands Customer req’ts, and the need for the task to be done in a particular way Understands the major factors in the customer’s situation and requirements Seeks to further develop the company’s understanding of the background Builds customer awareness and understanding in others 3 DELEGATION power Sell 4 Em 2 PURPOSE 5 Tell 1 Standards ofPerformance Needs standards to be set for them in clear unambiguous terms Understands the standards in respect of why they are needed and the impact on the customer Able to work with less tangible criteria, and to contribute to the development of new standards Expected to establish and justify own performance standards Defines appropriate and relevant performance standards for others in this area PHILOSOPHY Developmentof Others Not Capable Can describe what needs to be done, and to some extent why it is needed Able to explain clearly what needs to be done and why Can provide basic supervision of others at competence levels of 1 or 2 Coaches others and develops their performance through levels 1 to 4 PEOPLE Planning ofWork Activity Needs clearly laid out instructions to follow Can select the most appropriate approach from a range of options Can develop own overall plan from existing modules and standard approaches Can develop own detail plan and develop the approach for the circumstances Guides others to develop their own plans and approach PROCESS Required Levelof Supervision Needs close supervision to ensure task is completed correctly Can evaluate own performance in many areas but needs support in some Requires only periodic review to help assess improvements to approach No supervision required Objectively monitors the performance of others, and addresses issues PREDICT Flexibility ofApproach Needs to follow a clear and defined approach for success Understands when given approach is inappropriate or failing Can select approach from a number of options depending on circumstance Can modify and redesign the approach to improve overall performance Stimulates and supports others to reconsider and redesign the approach PERFECT COMPETENCE LEVELS & SYSTEMATIC MGT. UNABLE TO EFFECT TASK

5. Review Progress EstablishDevelopmentContract ProvideCoaching & Support Set-up theNecessarySupport EstablishDevelopmentNeed Agree the processand/or planof approach DEVELOPMENT PROCESS