Managers commitment to staff development
'There's nothing in the pot' is an excuse all too often heard by staff asking for training and development, and when corners have to be cut, development is invariably the first thing deemed a luxury, and promptly axed. If we want to keep providing useful training and development for our staff, we need to make sure it is seen – by everyone – as the necessity that it is.
Should you spend time and money developing your staff? The answer is YES, but the question then becomes: how much?
All the organisations I worked for as an employee had a strong commitment to training and development. Many organisations saw it as an obligation, not only to the organisation itself, but also to the wider community.
In recent years, there has been a trend to recruit people who already had the skills. You were only employed if you already had the full range of skills necessary. Naturally, this was a short sighted approach, as evidenced by the widely discussed skills shortage in Australia and overseas. This assumed that somebody else was training your employees for you. If everyone makes this assumption, the whole system breaks down.
More recently, there has been another change. Many organisations are making a strong commitment to develop their talent from within. Many employers recognize that most skills can be taught and that expertise can be developed on the job. These employers focus more on selecting staff with the right attitudes and basic competencies like commitment and communication skills. The technical competencies are built on over a period of time.
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