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- 194 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
The Value-Added Employee
About This Book
A handy guide offering a practical plan for targeting skills any employee wants to develop and employers most desire. It's hard to tell if today's competitive job market is more unsettling for employees seeking job security or companies trying to retain loyal workers. The Value-Added Employee provides fresh insights on what makes employees valuable to the organization and how companies can keep productive employees on the job. Employees will understand how to increase their personal marketability by developing specific skills, knowledge, and attitudes. Managers and coaches will find the tools and resources to make employees more valuable to the organization. Even policymakers and human resource professionals can drive change and business improvement through the application of competency modeling processes.The Value-Added Employee is a step-by-step plan for targeting the competencies an employee wants to develop and employers most desire. It discusses 31 core competencies, including interpersonal competencies, business competencies, and self-management competencies. Designed as a handbook, The Value-Added Employee is a toolkit of ideas and a workbook to be written in and referred to on a regular basis. Through its use, employees and their companies will discover a firm foundation for meeting future goals.
Frequently asked questions
Competencies Dealing with People
1 Establishing Focus
- Acts to align own unit’s goals with the strategic direction of the business.
- Ensures that people in the unit understand how their work relates to the business’ mission.
- Ensures that everyone understands and identifies with the unit’s mission.
- Ensures that the unit develops goals and a plan to help fulfill the business’ mission.
Importance of this Competency
General Considerations in Developing this Competency
Practicing this Competency
Obtaining Feedback
Learning from Experts
Coaching Suggestions for Managers
- Model the process in your unit so that the person you are managing can see how to go about this process.
- Arrange for the person to meet and talk with others in the organization who have established direction in their units.
- Meet with the person and the staff in his/her unit to explain the larger business goals and direction of your unit and provide your perspective on what the person’s unit needs to do to align itself with the direction of the larger unit.
- Help plan communications and provide your suggestions and feedback.
Sample Development Goals
- By December 1, I will interview Mary Jones and Curt Morrow to learn how they established focus in their organizational units.
- By November 15, I will read The Leadership Challenge, by James Kouzes and Barry Posner, and prepare a written list of ideas that I can implement in establishing focus in my own unit.
- By November 8, I will obtain and review the business’s strategic plan and prepare a list of ideas about how my unit can specifically support the business’s strategic plan.
- By December 15, I will have my plant manager speak to my unit about the plant’s strategic direction and what our unit should do to support the plant’s strategic direction.
- By February 1, I will hold a meeting with my unit to develop a plan for the unit, with specific tasks, accountabilities, and dates for their accomplishment.
- By February 15, I will hold a meeting with all unit staff to present and review the unit plan.
Books
- 2020 Vision: Transform Your Business Today to Succeed in Tomorrow’s Economy by Stan Davis and Bill Davidson. New York: Simon & Schuster, 1992.
- On Becoming a Leader by Warren Bennis. Reading, MA: Addison-Wesley, 1989.
- The Change Masters by Rosabeth M. Kanter. New York: Simon & Schuster, 1983.
- Competitive Strategy by Michael Porter. New York: Free Press, 1980. Provides a conceptual framework for developing a business strategy—often a key aspect of a vision.
- Managing Beyond the Quick Fix by Ralph Kilmann. Jossey-Bass, 1989. Provides a high-level discussion of how to implement organizational change.
- The Leadership Challenge by J. M. Kouzes and Barry Z. Posner. Code E76ATA, if ordered through Pfeiffer & Co., tel.: 1-800-274-4434.
- The Seven Habits of Highly Effective People by Stephen Covey. Especially Habit 2: Begin with the End in Mind. Can be ordered through Covey Leadership Center, 1-800-553-8889.
Seminars and Workshops
- Managerial Skills for Experienced Managers. Three days. American Management Association Course. Various locations. Tel. 518-891-0065. Mtg. No. 2525T23.
- Operational Planning. Two days. UA Consulting & Training Services. Various locations. Tel. 619-552-8901. Code: OP-PC.
- Applied Strategic Planning. Three days. UA Consulting & Training Services. Various locations. 619-552-8901. Code: ASP-PC.
- Managing Performance—With Competence. (Adding Value through PM.) Three days each. MasteryLab. Tel. 1-800-870-9490.
- REACH™ Coaching Performance Excellence. Two days. MasteryLab. Tel. 1-800-870-9490.
- Developing Value-Adding People and Adding Value (for employees). One-Two days each. MasteryLab. Tel. 1-800-870-9490.
Other Resources
- The Seven Habits of Highly Effective People by Stephen Covey. Six audio cassettes. Order through Nightingale Conant, 1-800-525-9000. Code786PAS.
2 Providing Motivational Support
- Recognizes and rewards people for their achievements.
- Acknowledges and thanks people for their contributions.
- Expresses pride in the group and encourages people to feel good about their accomplishments.
- Finds creative ways to make people’s work rewarding.
- Signals own commitment to a process by being personally present and involved at key events.
- Identifies and promptly tackles morale problems.
- Gives talks or presentations that energize groups.
Importance of this Competency
General Considerations in Developing this Competency
Table of contents
- Cover Page
- Half Title Page
- Title Page
- Copyright Page
- Contents
- Acknowledgements
- Introduction
- The Road to Value Creation and Career Success
- Performance Now, Career Success Next
- Capitalizing on Strengths and Building Competencies
- Where Do You Want to Go, and What Are You Willing to Do to Get There?
- Obtaining the Resources and Support You Need
- Guidelines for Developing 31 Core Competencies
- Competencies Dealing with People
- Business Competencies
- Self-Management Competencies
- appendix1 Core Competencies
- appendix2 Worksheets for Career Planning and Self-Assessment
- appendix3 Example of a Job Competency Model
- appendix4 Team Competencies
- appendix5 Position Analysis
- appendix6 A Note for Human Resource Professionals: Applications of Competency Modeling
- Index
- About the Authors