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Tools and techniques
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Advantages
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Disadvantages
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Action learning
(on the job – stretch and development through projects, assignments, new work experiences)
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Directly relevant to the job. Learning activity contributes to the organisation. Provides wider organisation/work understanding. Widely regarded as a key ingredient of leadership and management development.
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Some risk of failure, may overstretch the individual, ‘learning’ may be difficult to plan and identify.
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Coaching – critically reflecting with another person on what can be learnt from work-based experiences, including what can be learnt about one’s own strengths and weaknesses and new or better ways of tackling issues in the future.
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Specific to the job, low cost and time implications, excellent means of re-enforcing standards and good practice.
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May disrupt colleagues, requires some coaching ability.
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Mentoring – seeking advice and support from a (typically more senior/experienced) colleague
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A good way of sharing tacit knowledge and re-enforcing organisation values. A good way of strengthening relationships and improving communication.
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Some time cost on both parties. Requires some skill on the part of the mentor.
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Shadowing – learning from someone who is experienced and good at what they do – by watching them in action
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Excellent means of sharing tacit knowledge, re-enforcing standards and good practice
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Need to choose the person to shadow with care – may re-enforce bad practice. May disrupt colleagues.
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Visioning/scenario planning – engaging in structured discussion and debate with others regarding the potential future direction of the organisation or scenarios that might occur, and identifying appropriate strategies in response.
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A ‘safe’ way of exploring new strategies and testing innovative ideas. Participants will be able to share and learn from each other’s experience.
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Danger of overly abstract discussion which cannot be linked to the ‘real’ world. Expectations need to be carefully managed.
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Temporary promotion or secondment – gaining experience of a more senior or new role through temporary assignment to that role
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Develops breadth of experience, knowledge and skills. Learning of direct relevance to the role. A good way to assess further development needs.
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Risk of overstretch and failure. Expectations need to be carefully managed.
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Within company training (briefings, workshops etc.)
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Relevant to group needs/perspectives, wider group understanding, consistency
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Only get a ‘local’ perspective, some impact on cost
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Self managed learning (books, videos, e-learning packages, web based information services etc)
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Tailored to the individuals learning needs (including time and place), low cost
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Relies on the individual, not directly relevant to the job, can take time
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Corporate courses (off the job training)
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Networking, solid theoretical perspective, local viewpoint, gain knowledge quickly
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Fairly expensive, not directly relevant to the job
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External courses, seminars and conferences (off the job training)
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Networking, latest techniques/theories, gain knowledge quickly, opportunity to achieve educational qualifications
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High impact on cost, not directly relevant to the job if not tailored correctly
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Development centres – formal structured events employing a range of methods to analyse an individuals strengths and development needs
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Provides deep insights into an individuals strengths and preferences. Providing actual learning and references for future learning
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Expensive and can be threatening if linked to assessment/selection activity
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Psychometric testing – tests designed to help identify an individuals personality traits and preferences leading to tailored personal development plans
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Provides deep insights into an individuals strengths and preferences. Provides good platform for coaching and further development
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Tests need to be carefully managed by a qualified practitioner and hence can be expensive. Some danger that test results do not lead to further action
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360° feedback – constructive observations from a selection of colleagues, customers and staff, typically related to performance strengths and weaknesses.
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A powerful tool for raising an individuals’ awareness of their own strengths and weaknesses and for planning further development.
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Needs to be administered carefully and constructively. With poor facilitation can lead to disillusionment and conflict.
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