Download e-book for iPad: The Value-Added Employee: 31 Competencies to Make Yourself by EDWARD J. CRIPE, Richard S. Mansfield

By EDWARD J. CRIPE, Richard S. Mansfield

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Extra info for The Value-Added Employee: 31 Competencies to Make Yourself Irresistible to Any Company

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6. Create a list of goals for this competency that is both realistic and challenging. Assume that you will focus on one competency for a 3–4 month period and that you will spend 3–6 hours per week in addition to your regular job responsibilities working on your competency goals. 7. Review a draft list of the goals for this competency with your manager and get his/her input. 8. Enter the competency development goals on a copy of the Competency Development Planning Form (Figure 3-7). 9. Repeat this process for the two other competencies you have targeted for development.

33 T H E VA L U E - A D D E D E M P L O Y E E 2. Initial Planning Meeting At an initial development planning meeting, the employee and manager should • Discuss and, if necessary, clarify the main job responsibilities and the performance outcome measures for these responsibilities. • Discuss how well these responsibilities are being carried out; identify areas for improvement. • Agree on specific job or business goals for the next 6–12 months. • If appropriate, discuss career development and the next possible job for this employee.

Directories such as The Corporate University Guide to Management Seminars, published annually by The Corporate University Press (124 Washington Avenue, Point Richard, CA 94801), provide extensive listings of courses. The internet is also a good source of development resources. com. Observation of Outstanding Performers Observation of outstanding performers can be useful in developing recognition and understanding of the competencies. To use this type of developmental activity, you must observe someone who is adept at the competency, and the competency must be one, such as motivating others, that is demonstrated through observable behavior.

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