Elements of an Effective Developmental Experience
At the beginning of a new year we often like to look into a crystal ball and predict what will happen in the new year. Bersin & Associates, a world-class research and consulting firm that empowers HR organisations to drive bottom-line impact, is known for its insightful predictions in the HR–field. In its predictions for 2011, it predicts a shift towards a global, borderless workplace that will demand new people strategies for business performance. These new strategies include the use of social networking for recruiting, the adoption of informal learning and coaching models, a refocus on specialisation and deep skills development, and a change in leadership models to promote innovation and collaboration
“Deep specialization and career development will drive integrated talent and learning strategies. Organizations that thrived over the last few years have one thing in common: they are very good at what they do. Organizations will realize that deep skills are critical to all major job roles (e.g. sales, finance, IT, marketing, engineering and HR), and companies will rethink their leadership and development and talent management strategies to build deeper skills” (Bersin & Associates). This prediction supports LeMaSa’s view with regards to development and we are deeply involved in helping our clients to build deeper skills.
In this edition of the LeMaSa Chronicle we explore the components of an effective development experience and workforce planning as an important aspect in employee development.
The Centre for Creative Leadership designed a developmental process model that forms the foundation on which their work is built. The developmental process has three key drivers of leadership development: assessment, challenge and support.
Assessment comprises data capture, predominantly from feedback methods, which provides a benchmark identifying an individual’s strengths, weaknesses and development needs.
· Challenge means taking people out of their comfort zones by facing them with new and testing experiences, developing new capacities in the process.
· Support through the development process provides the individual w ith the motivation and belief that they can learn, grow and change.
To enhance the development of leaders we need to help them find, create, and shape a wide range of learning experiences, each of which provides assessment, challenge and support. There are six experiences, three formal, heavily planned and monitored (360-degree feedback, feedback-intensive programmes and skills-based training) and three informal, occurring naturally but with some design (job assignments, developmental relationships and hardships).
The use of feedback data is very important in any development programme. Programmes with feedback at their core are called Feedback-Intensive Programmes (FIP). These programmes focus on providing feedback regarding skills, behaviours, values and individual preferences. FIP is recommended for managers who have taken on greater responsibilities. Throughout, the tripartite elements of assessment, challenge and support are maintained. Outcomes from FIP include greater self-awareness, leading to transformational perspective change, goal attaining and, eventually, behavioural change.
LeMaSa’s core business involves the provision of Feedback-Intensive Programmes to enhance learning. Our collaborative approach supports this best practice in development and echoes the benefits of FIP. It helps a person to see significant patterns of behaviour more clearly, make better sense of the attitudes and motivations underlying these patterns, reassess what makes the person more or less effective relative to the goals he/she wants to attain, and evaluate alternative ways of meeting these goals.
Source: Centre for Creative Leadership. Handbook of Leadership Development. Cynthia D McCauley, Russ S Moxley and Ellen Van Velsor (eds). 1998, Jossey-Bass