What ever you focus on GROWS

“Working 9 to 5
What a way to make a living
Barely getting by
It’s all taking and no giving…”

In contrast to the immortal Dolly Parton song, today we know that each and every person strives to grow and progress in one way or another. Working 9:00 to 17:00 is simply not enough anymore, and now it’s also grounded in research:

“Heavy Learners”-  More Confident, Successful, and Happy at Work –  a new research by Bersin Deloitte (Nov. 2018) has found that the ability to grow and progress in the workplace is one of the key components for engaged, successful and happy workers.

  • How can we achieve this?
  • Who’s accountable for making it happen?
  • Do flat organizations even have the privilege of talking about growth and development if there are no options for hierarchical promotion?

Traditionally, the term “career” referred to promotion up the hierarchical ladder, while the responsibility was assigned mainly to the organization.
Later on, the model had expanded in to two main paths – the professional ladder and the managerial ladder, which broadened the range of opportunities for career development.
More recent models, such as the Spiral Model and T-Model, combine a deep expertise in a specific field along with boundary-crossing experiences and understanding. This enables the organization, manager and employee to expand, develop and expose the employee to various experiences in order to widen existing competencies.

The term ‘On the Job Development’ was coined in order to provide answers to the above questions and refers to the issue of developing an employee within his role and enriching the array of experiences which do not relate directly to upward development or complex training processes.

How can this be done effectively?
First, we must understand that employee development is a subjective matter, based on the internal perception of the employee relating to his inner sense of progress and motivating career force (“Career Anchor” as coined by Schein, 1978).
This is why the Global Consulting Team at Lotem has designed a three-step tool that assists the manager, the employee and the organization to create a personal development path.

Mentoring
The first step is the Mentoring stage – assisting in creating a discourse focused on the employee’s aspirations, while considering three areas that overlap. 
(Based on the “Hedgehog Model” of Jim Collins Classic book, “Good to Great” (2001)) :
What is the employee passionate about?
What are his capabilities?
What will bring value to the organization?

Multi-skilling
The second step is mapping the employee’s desired competencies and skills for development, in a few areas: interpersonal, managerial and professional.
This process is directed at mapping strengths and gaps in relation to the goal and creating focus.

Experience Map
The third and last step deals with creating an experience map and practical directions aimed to achieve the development of the chosen skills & competencies. This map includes traditional learning methods, observation and exposure, projects and mobility.

If you are also occupied by the development of your employees – in three simple steps and low efforts, you can enhance a diversity of experiences, reduce burnout and foster collaboration. The best part? The responsibility of employee development doesn’t lie within one person but is rather shared in the “holy triangle” – manager, employee, organization and the partnership between the three.

Implementing an OJD process can be a significant starting point in an organizational career management process. Because if we focus on them, they will grow!

 

*Tal Paret herman- Organizational Consulting, Head of Cyber sector, Global Division 
*Moran Oppenhaim Ganon- Organizational Consulting, Global Division 

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טל פרת-הרמן ומורן אופנהיים-גנון


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