Source: CBA to on-boarding new R&PD employees by J. Alden, P. Fisher, H. Hicks, Y. Igarashi, J. Ostendorf, W.
Patterson, J. Rosborough, J. Shulman, J. Warr, and D. Wermeling
PEOPLE DEVELOPMENTEXPECTATIONS
1 . Proactively gain insights on career interests and establish the expectation that career development is
an expected
discussion topic. This includes identifying areas people do well, have experience, and/or unique skills
as well as
interests in broadening or training assignments or assignments in other locations. Share the insights
with.
Management to assure the best assignment matches.
2. Clearly identify the assignment responsibilities of your people. Discuss how an assignment fits with a
person's
career interests. Write out role as appropriate and update in a timely manner.
• Work with your people to assure responsibilities are delivered in a timely, accurate, and high
quality way.
• Work with Management (one-up mgr.) to assure priorities are consistent with overall
project/program.
• Look for opportunities to stretch your people within their assignments. Opportunities should
be consistent with business and organization
=> Identifying types of contributions that are beyond expectations.
=> Delegating some of your responsibilities.
=> Assigning extra responsibilities to enhance projects.
• Be clear when there is not a perfect fit. Recognize it and identify the potential possibilities.
3. Assure that your people are recognized for their contributions. Look or opportunities for them to
present their work to the team and Management. Share results beyond the project team for broad
reapplication. Assure that Management is fully aware of your people's contributions including the
excellent execution of the standard work required to deliver programs.
4. Work with Management to assure your people are rewarded for their contributions. This includes the
simple "Thank You" and "Job Well Done" as well as calling attention to contributions that deserve a
Special Recognition Award.
5. Work with your people to identify areas of strength and areas for development. Provide timely
on-going feedback to help them build strengths, minimize development areas, and grow in their
assignments.
6. Ask for input from your people regarding your own strengths, areas for development and how you
can help them
accomplish their objectives. Request specific examples so as to avoid labels and potential confusion.
Share your personal commitment/action plan with your
people to show your commitment to change.
7. Look for opportunities to further develop skills by leveraging strengths and identify ways to minimize
areas that get
in the way of contributions. This includes helping Management to identify appropriate formal training
and providing on-the-job coaching. Encourage your people to take responsibility to invest in themselves.
Also asses “fit”, considering the person’s skills and interests.
8. Establish expectations on the frequency for each of these development activities. The following
guidelines are
minimum expectations:
Gaining insights on career interests 1/year
Clarifying/identifying assignment 1/year; 1/quarter with new hires
Reviewing expectations 1/year; 1/quarter with new hires
Recognizing/rewarding contributions As appropriate (as often as possible)
Feedback on performance On going informally
1/year with broad input and agreed 2 levels up
Investment in developing skills On going; At least 3/year formal training
Source: CBA to on-boarding new R&PD employees by J. Alden, P. Fisher, H. Hicks, Y. Igarashi, J. Ostendorf, W.
Patterson, J. Rosborough, J. Shulman, J. Warr, and D. Wermeling
. Wermeling
PEOPLE DEVELOPMENT EXPECTATIONS
1 . Proactively gain insights on career interests and establish the expectation that career development. with your people to identify areas of strength and areas for development. Provide timely
on-going feedback to help them build strengths, minimize development