The skills of the workforce are what make organisations what they are… to succeed, they need to develop the right skills, deploy them to the best effect and provide appropriate career and development paths for its people.
Each of the boxes in the diagram is a stage in a cycle of activities for organisations in order to achieve workforce capability. However, when it comes to ensuring that the organisation is as effective as possible, management faces a number of common challenges as the comments around the outside suggest. It’s always difficult to quantify the cost of NOT doing something properly, but it is worth looking at some statistics associated with the various stages of the capability cycle. And of course, that assumes that we got the person that we needed.  What if they weren’t right for the job and we have to go through the whole process again?
And in the same way, when people leave, is there any record of the skills that they are taking with them?  How do we know what we need to do to replace them?  Do we have that kind of capability internally?
If we don’t, we have three choices; recruit, contract or develop…and none of these are cheap solutions.  And back to my original point?–?if we are not managing our capability properly, how do we know what we need? From personal experience, it is rare that organisations keep documentation such as job descriptions  up to date, and given the speed with which markets and products change, often there is little incentive to do so.  And thus they rapidly become redundant, referred to infrequently and of little value in performance, development or recruitment activity. So too often decisions about recruitment, promotion and reward are based on subjective judgements?–?which can lead to a lack of clarity about what people need to do to succeed.  And this lack of clarity can have some seriously negative impacts on the organisation.
Gallup estimated that the cost to the US economy of the lower productivity of this group was a massive $386 billion over the five years between 2002 and 2006. Their research has shown that engaged employees are more productive, profitable, safer, create stronger customer relationships, and stay longer with their company than less engaged employees. Part of this engagement is providing clarity about what individuals are expected to do, constructive feedback on performance and a clear route to help them develop and to progress.
Indeed in our own survey of learning and development completed at the end of last year and the beginning of this indicated that 72% of respondents regarded learning and development opportunities are just as important as salary and other employee benefits when choosing a new job.
Too many organisations waste both time and money on inappropriate developmental activity.  It isn’t just the cost of training, travel and accommodation, but also the lost opportunity cost of the individual attending an event which is of little use to them.
The key to doing this, to go back to my original point, is for organisations to be able to understand what skills it has and what skills it needs in order to be able to align ALL of its people development activity to its strategic vision and the variety of milestones along the way.
Becoming a manager is a common goal that many employees often dream about but never realize.


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Supervisors can put their time to effective use if they are able to delegate work and empower their employees. Have you ever been tired and decided to continue to work an extra two hours because you just have to get the job done? Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Main agenda? Today’s focus is on client management.? I would be sharing a few tips which I found to be really helpful in communicating and delivering value to your client. Tip #4 – Asking the right question? How about… Have you thought of?? What’s your vision VS How do you see yourself in 2 years. They need to be able to manage resources effectively, bring in new people, put them into the appropriate roles, assess how well they are performing, provide learning and development where needed, and to provide appropriate remuneration. A Louis Harris and Associate Poll conducted in 2009 indicated that among employees who say their company offers poor or no training, 41% plan to leave within a year. One can avoid the stress of running against time by being assertive and refusing requests that make unreasonable demands on one’s time.
Implement these strategies and you will be on the road to improving your time management skills. Of those that say their company offers excellent training, only 12% say they plan to leave.
Have you ever heard the concept: If you want to be successful in an endevor copy someone who is successful in that same area?


In a similar manner, oftentimes we program ourselves to do things that we do not really want or need to do.
The supervisor has to have confidence in his people as well as the enthusiasm to develop them. Sometimes, employees that want to be managers haven’t properly prepared themselves to move into management. Would you like to share a personal success story about overcoming an obstacle while earning your degree?
You can regain control with time management skills and use the clock as a tool to work for you. Take some time and identify the activities that do not make the best use of your time and energy and leave them behind. If you have a key hook by the door and create a habit of always putting your keys on that hook when you are not using them, you can save yourself time and energy. By writing things down and planning you can begin to visualize what your future has the potential to look like. This tip cannot only help you save time, but it can help you maintain your health, and aid in the execution of exceptional performance.
But that is why it’s a good idea to start learning the necessary skills early so that you are ready when the opportunity presents itself. To that end, it’s important to prepare yourself for external or long-term opportunities that may come up in the future. Try asking your boss how you can help complete activities that they might not enjoy or are too busy to do themselves. Both will add value to your resume as you grow in your current role and keep an eye on opportunities among leadership.



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