Having an employee development program requires attention and dedication from day 1 of on-boarding; we thrive at developing our employees.
Our managers understand that effective management of people supports our company’s talent management goals to attract, develop and retain highly motivated, high performing, capable and engaged employees. However, the concept of development is not solely enforced by the hierarchy, but equally by the employee.
As individual contributors, we are in the driver’s seat.
Company personnel development actions include a variety of activities such as the ones listed below:
- An on-boarding program called ‘First 60 days’ welcomes new employees and introduces them to the company’s people, culture, tools, processes, etc. with the goal of making their arrival a positive and lasting experience.
- Bootcamps organized by departments typically combine working and networking sessions to reinforce team building and bonding.
- Product launch sessions or self-service training materials that include detailed QBits (repository videos), Mastery Tests and Training Scripts to provide training for employees who requiring more additional hands-on experience with the software.
- Certifications (these may be internal on our own solutions or external such as those proposed by APICS).
- Departmental and/or ad-hoc training sessions to fit a specific need. For example, an individual knowledge gap such as web development, a foreign language, presentation skills, Brilliance, etc.
- Lunch & Learns or informal presentations on a specific work or non-work related topic with lunch included. These events allow us to broaden our knowledge on subjects like “DSCP in the domain of hospital”, “QMS,” “Social Networks – dos & don’t,” “India,” etc. in a more creative environment.
- Global live presentations followed by a Q&A session that cover a wide variety of topics ranging from solutions upgrades to new HR tool or employee survey results. Also, these presentations are recorded which allowings us to listen to them at our own leisure.
Many of the activities listed above are available in the Learning Center course catalog, a learning portal that compiles data pertaining to training materials one can register for.
In 2017, the Performance Development Program (PDP) was launched to complement ad-hoc training elements. This flexible and engaging process focuses on what each of us at DynaSys believe will make us more successful in our current role and/or help us clarify our career aspirations. The tool puts the employee development at the forefront, and is triggered by an idea or event the employee wishes to discuss by initiating a ‘check-in’ in Workday, the company’s global system that provides a single system-of-record to manage our complete hire-to-retire process. Handling it in Workday gives structure to a development discussion. This check-in revolves around a conversation an employee has with his/her manager which results in a development plan and actions owned by the employee.
“I have no time for training“
“I’ve have been doing the same job for years, I don’t see what else I can do”
“I’m too old.”
We shouldn’t make excuses for continuing our development. We should bear in mind that development is mostly set on experience and exposure, areas encompassing a variety of paths potentially involving dedicated assignments, training, coaching, mentoring, education, etc. However whatever our career motivations are or our ideas for business process improvement are, if we don’t share these we could very well miss on some interesting and challenging opportunities; just think about it!
At times we can rate ourselves high, while other times we rate ourselves low, but, are we always the best judges for ourselves? The PDP program provides the capability to request ‘feedback’ from ANYONE in the company. This is a fantastic and powerful tool that can pinpoint our verbal tics, annoying body language, not be aware of our engaging teaching approach, etc. Let’s be honest; positive feedback yes, negative feedback, no thanks!
Aren’t we all guilty of thinking, “shame he/she is doing that; the outcome would have been just perfect otherwise”. Each of us wants to be valued, improve on our weaknesses and be the best. Asking for feedback provides us the opportunity to get other peoples perspectives on our work and vice versa.
It’s difficult to recognize our weaknesses; yet, think about everything you’ve learned from others throughout your life. Why not be proactive in your personal development by asking for feedback from colleagues and managers to help develop yourself? A ‘check-in,’ processed in Workday, is a step towards a development action. Experience shows that even if there is no clear path outlined or role created/opened for what we envision we could do, speaking out loud about our interests, motivations and ideas can be rewarding. Therefore, lets not hesitate when it comes to our development path; sometimes the little white stones offer us the greatest possibility of turning into lovely little gems.