Employee Development on a Shoestring

FOREWORD

Developing employees is “job one,” to paraphrase an American carmaker. And that “job one” belongs to supervisors.

As Halelly points out in the introduction, it is estimated that 70 percent of leadership development takes place through informal learning as opposed to formal learning events. More learning probably occurs in the break room than the classroom, and more skills may be learned from a co-worker than an instructor. Think about your own experiences. You probably learn more by accident than intentionally. If this is the case, supervisors can be more deliberate about how employees learn to ensure that they are as productive as possible. Supervisors (and employees as well) need to intentionally seek out not only what they need to ...