Developing People

• Does a person coach others to enable them to achieve their short & long term performance goals?

 

Definition:  Developing people means helping individuals identify their short and long-term development needs, encouraging their individual learning by providing them with appropriate support. 

CONTEXT:

This behavior is developed in organizations where:

-      Sufficient time is allocated to development discussions

-      Appropriate systems and structures are in place to support development

-      Life long learning is viewed as part of the business strategy

On the contrary, the context is highly unfavorable in organizations for which

-      There is no precise performance measurement scheme and strategic priorities are insufficiently defined or articulated

-      There are repeated crisis situations

-      The right to being wrong is not recognized

Level	Standard	Developed	Highly developed
Summary	Gives detailed instructions and makes sure that instructions are understood and feasible	Supports others in their development	Creates a positive environment for long term development
Behavioral Indicators	Helps others to understand the key objectives of tasks and what is important about how they are achieved, providing clear boundaries for people to work within Explains how to go about doing a certain task, shows how to do it, gives plenty of specific and useful explanations Demonstrates new skills, processes and procedures, letting people learn by example Gives advice and even provides additional means (such as documentation, tests) to help the person complete their task Shares own learning and experience with others, passing on practical advice as well as describing formal procedures Makes sure, checks that others have understood what is expected from them by asking questions and restating things differently	Monitors progress regularly, giving some useful feedback on how they are doing Gives personalized advice to others for them to progress Provides accurate, specific balanced feedback, highlighting strengths and areas for improvement Helps them regain confidence after a setback Understands a person’s difficulties and coaches him/her to reach the required level of performance Spends the necessary time to help others build a mutually profitable development plan	Supports and encourages own team in reviewing and reflecting on recent performance, identifying development areas and plans to address them Encourages them to try new roles/behaviors Helps a person find own solutions to problems rather than solving them for them Suggests appropriate positions or training which will be helpful for their future career Does not hesitate to help others develop beyond his/her own competencies and performance level Takes a strategic view concerning the development of all employees, investing time and resource in appropriate learning initiatives (eg, protecting time for development, supporting secondments, providing mentoring etc)

Behaviors which are not representative include*

Giving non specific assessments on situations and attitudes Not showing their appreciation when someone has progressed Showing discontent after a setback, and not attempting to restore the person’s self-confidence, or even helping him/her to find a solution Only “putting pressure” on a person who “can’t make it” Only allowing a team member to attend a training course “when we will have more time” Refusing to delegate responsibility because “it’s just as quick if you do it yourself”