The research on development highlights the importance of learning from all types of experiences such as courses, readings, projects, feedback, assignments, or on-the-job experience. No one type does the job alone, but in concert they are all important and powerful.
Development generally begins with a realization of a current or future need and the motivation to do something about it. This might come from feedback, a mistake, watching other people’s reactions, failing at or not being up to a task — in other words, from experience.
The odds are that 60% of development will be from on-the-job experiences and working on tasks and problems, about 20% from feedback or working around good and bad examples of the need, 10% from courses and reading, and 10% from teaching or mentoring others.
Employee development is a joint, on-going effort on the part of an employee and the organization for which he or she works to upgrade the employee's knowledge, skills, and abilities. Successful employee development requires a balance between an individual's career needs and goals and the organization's need to get work done. Employee development programs make positive contributions to organizational performance. A more highly-skilled workforce can accomplish more and a supervisor's group can accomplish more as employees gain in experience and knowledge.
Why should employee skills and abilities be developed?
Employee development programs make positive contributions to organizational performance. A more highly skilled workforce can accomplish more as the individuals gain in experience and knowledge. In addition, retaining an employee saves the organization a great deal of money. One method of retention is to provide opportunities to develop new skills. In research conducted to assess what retained employees, development was one of the top three retention items.
Adapted from the Center for Creative Leadership
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