Decision making in employee development

DECISION MAKING IN EMPLOYEE DEVELOPMENT

Human resource is considered one of the most important factors thathelp in the realization of quality in an organization. Once themanagement of a company finds the necessary talents, it must ensureto nature and develop them to increase productivity. Employeeempowerment is achieved through motivation, training, andinvolvement. It begins with training, employee development. Trainingequips workers with essential skills and knowledge required in thedaily operations of the organization. Employee development plan ishuman resource tools used in improving capabilities of workers. It isdeveloped through decision- making process. This paper describes thedecision-making process used in employee development planning.

Decision-making process

Decision-makingis a seven-step process that the management of a company uses indeveloping the appropriate course of action. The steps areproblem/opportunity identification, collecting information, assessingthe situation, developing alternatives, evaluating the alternatives,selecting the appropriate alternative, and designing and implementingan action plan. Problem or opportunity identification involvesobservation of the current state of the employees. This will enablethe decision-making team to validate whether the opportunity todevelop the strengths of the two employees is worth considering. Atthe end of this stage, the team will develop the objectives that theyneed to fulfill at the end of the process.

After coming upwith the objectives, it is important to gather relevant informationthat may assist the team in identifying the appropriate strategiesthat can be used in developing employee strengths. For example,information about the employee behavior, performance, challenges,communication, and relationships are collected in a specific manner.Such information is important since they influence the decisionarrived at. Information gathered should not be centered on employeeonly, but should take a broader approach. The third step involvesanalyzing the need to develop the employee strengths using theinformation gathered from the research. Various analysis tools can beemployed in analyzing the data.

The next stepinvolves generating alternatives for addressing employee development.When developing the objectives, the management team must review theobjectives and ensure that the alternatives they come up with areconsistent with the organizational goals. The alternatives shouldresult in improvement of the current situation. Brainstorming can beemployed in developing the alternatives. The participants of thedecision-making process need to come from various departments in theorganization to achieve diversity. Supervisors, employeerepresentative, managers and consultants among others should beinvolved in the process in order to widen the thinking and range ofalternatives. The team should note that each alternative will resultin the achievement of various outcomes, and the extent to which theoutcomes contribute to the achievement of the objectives of theprocess and organizational goals. While evaluating each alternative,the team should consider whether it is feasible, satisfactory andimpacts on the employees

Selection of thebest alternative is the next step that follows. This process involvesexploring the generated alternatives and selecting the one that workbest in achieving the objectives of the process. An action plan isdeveloped to enable implementation of the selected course of action.The team involved in decision-making process will identify thechallenges associated with implementing the course of action. Thedevelopment plan outlines various aspects that the human resourcewill apply in order to bring the best from the employees. The planwill highlight the training that each employee requires to maximizethe utilization of their strengths. Workshops and seminars areexamples of methods that the management can use in training theemployees. Special training that is tailored to meet specific needsof every employee should be recommended in the action plan. Resourcesare allocated to ensure effective implementation of the plan.

During theimplementation of the employee development plan, it may be acceptedand supported by the employees or rejected. The associated employeesshould be involved in the decision-making process to ensure itsacceptance. When this plan is applied to employees with differentstrengths, varying results will be achieved. In order to ensure thatthe proposed action plan is effective different employees, it shouldbe tailored in such a manner that it addresses individual needs. Eachemployee requires specific interventions to develop their strengths.The action plan should be flexible instead of carrying out separatedecision-making for each employee

Role of managers in developing employees’ strength

Managers play anessential role in the development of their employee strengths. Theyshould apply their management skills and knowledge in nurturing thestrengths. First, managers need to identify the employee strengthssince managing what they don’t know is not realistic. For instance,a manager should not assume that an employee knows that his/herstrength is excellence in communication skills. Communication ofemployees’ strength of to the rest is important so that they cansupport one another. Another strategy that managers can use indeveloping employees’ strengths is by aligning them to thestrategic goals of the company. This is important because it enablesemployees to effectively put their strength in practice. Employeeswill embrace such strengths after they have seen what they can dowith them. Employees who are excellent in communication will bemotivated to complete various tasks and feel valued once they realizethat they have been considered during the strategic planning.

Managers shouldassign various tasks to employees based on their capabilities. Whenthe employees use their strengths frequently, they grow perfect andimprove their productivity in the long run. While doing thestrength-based projects, managers can enhance the development ofemployees by recognizing and discussing the strengths. Individualsbecome motivated once they realize that they are considered indiscussions about performance, new projects, and day-to-dayactivities. To boost their development, managers have theresponsibility of focus of the employee’s strengths instead oftheir weaknesses.

Training is anessential practice that manager should consider while developingtheir employees’ strengths. Training equips an individual withadditional skills and perfection of the existing ones. Therefore,they will be in a position to effectively exploit their strengths fororganizational and individual benefits. An organization isrecommended to train its employees on a regular basis. Regulartraining facilitates updating the employees’ capabilities with thechanging organizational environment. Most companies have formedproject teams that are assigned specific tasks to execute within agiven period. When forming such teams, managers should consider usingstrengths to select the members. Teams play an important role inemployee development because of the support the members give oneanother while they are working together. Managers can encourageemployees to be strength advocates since it enables them to know howimportant their strengths are.