Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, July 16, 1995 TAG: 9507170011
SECTION: BUSINESS PAGE: C3 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Long
If you love going to work, please share with us what specifically makes your job a joy. Include your name, address, and a phone number where you can be reached, sending your note to the address at the end of this column. Results will be featured in future columns.
Q: My organization isn't keeping us current in stuff like communication. Nothing is offered through personnel.
A: Keeping current requires both organizational and personal development. Attention should be given, in both arenas, to technical skills and soft skills.
Ian Webb, assistant director for the University of Virginia's Division of Continuing Education - Roanoke Center, sees technical skills such as keyboarding as those ``used to accomplish tasks.'' Soft skills are ``used to deal with people; these include communication, presentation abilities, and leadership skills.''
Webb finds that personnel departments generally conduct training needs analysis, which compares current skill levels with desired skill levels. Such analysis fosters development of training programs that maximize the benefit for organizations and employees.
At the organizational level, Webb believes that ``training departments offer what they know about; but if they don't know what's out there, they can't offer it.'' That, Webb believes, ``is the best argument for personnel officers to join the American Society for Training and Development (387-6444) and the Society for Human Resource Managers (982-6706).''
For the individual, Webb suggests conducting a personal ``gap analysis.'' The ``gap analysis is similar to training needs analysis. Look to those jobs you want, your end-point, and ask what skills those people have that you don't.'' Clearly define those skills. You can find training in the Roanoke area for nearly any skill you want to acquire.
Recommend these organizations to personnel officers to keep members current on what's available and what's changing. Webb believes that ``both companies and individuals gain with training. Companies gains more highly skilled employees, and individuals have additional skills for their skill sets and resumes.''
In the meantime, don't let your organization's lack of programs hinder your career development. Perform a gap analysis and target courses and workshops to expand your skill set.
Q: No kidding: Every meeting with every department manager includes a request to hire additional staff members. Any suggestions for determining where the real need is?
A: Does every employee work at optimal level? Do hiring requests address only limited tasks? Has there been production growth that requires adding staff to meet increased demand?
When presented with a request for increased staffing, ask the manager to review performance evaluations on every member in that department. Make it clear that you want to ensure that everyone is at maximum performance before adding staff. Also, ask for a list of specific tasks the new position would handle.
In your review, consider whether replacing a poor employee with a more productive employee would result in the desired productivity level. Next, review the tasks. Is it possible that creatively redistributing assignments will achieve desired results? Perhaps you can expand a position and offer new challenges to a current employee. If the tasks suggest a new job description, accommodate the request.
Every department should undergo periodic review to determine if reallocation of tasks or staff changes are warranted. Nonproductive employees should be replaced, tasks assigned for highest productivity, and job descriptions adjusted to reflect current responsibilities.
Q: My boss told me I won't be considered for a deserved promotion because I'm a ``chronic complainer.'' What about the ``squeaky wheel...?'' Am I supposed to keep my mouth shut when I see problems?
A: Many people see how everything can be improved; others enjoy the world the way it is. While both views are acceptable, the supervisor's view is the one that determines promotions and salary increases.
Review your complaints for the past year. List each complaint, in chronological order. How did you deliver the complaint? What background information did you supply? On a scale of 1 to 10, how important was the complaint and its resolution? How dramatically did the problem affect the organization? How often did you come forward with a problem?
Take the role of your supervisor, rate each item again, then compare the responses. Which items could have been ignored without organizational harm? Which still seem significant? Which seem trivial?
Use insights from this exercise when presenting future criticisms. Complain only about problems that have significant impact; learn to accept smaller problems as minor irritations. When presenting a problem, offer solutions that take into account organizational and fiscal constraints.
People are less often viewed as whiners when they have a ``we can fix it'' attitude.
by CNB