You need to upskill your team. What’s the most effective way to do it?

Considero importante tener presente el propósito de esta evaluación que es obtener una comprensión integral de las habilidades tanto técnicas como blandas, identificando áreas de fortaleza y oportunidades de mejora. Yo recomiendo: 1. Pruebas Prácticas: Relacionadas con las habilidades técnicas específicas requeridas para cada función. 2. Entrevistas Técnicas: Relacionadas con el conocimiento teórico sobre todo cuando hay un producto de por medio. En habilidades blandas recomiendo: 1. Entrevistas de Comportamiento: Se realizarán entrevistas centradas en comportamientos pasados y situaciones específicas (competencias) 2. Autoevaluación y Evaluación de Pares: Conocida como evaluación 180 Esto por citar algunos métodos.

Before starting an upskilling program, assess your team's skills with self-evaluations, peer feedback, and tests. Then, look ahead: identify future industry trends and align your program with these insights. Benchmark against industry standards, align skills development with organizational goals, involve team members in identifying future trends, and create flexible learning paths. Measure the program's impact on filling current gaps and preparing for future challenges. This forward-looking approach ensures your upskilling efforts are strategic, making your team adaptable and competitive in a changing landscape.

In my experience one format will not work for everyone, one’s pace and adaption will differ to another. Hence it is integral to assess and create personalised plan and then also make sure there are continuous follow-ups to ensure if the plan put to action is really working or not. Upskilling doesn’t only mean teaching someone concepts but also how they can apply one to real tasks and also it’s important to guide on the journey that how same concept or learning needs to be altered to changing needs so they are able to look at all avenues when trying to implement any solutions in different situations. We may need more interventions in some cases than others.

In my experience, evaluating the current levels of both functional and leadership capabilities of each individual in the team is critical for the success of any further upscaling initiative. It allows for personalised, differentiated and targeted development plans to be designed from there on.

4 dicas rápidas antes de come?ar a famosa “avalia??o” da sua equipe. Tenha certeza que você e sua empresa possuem: 1) Uma cultura clara, com valores e comportamentos bem definidos a repetir (DOs) e a evitar (DON’Ts) 2) Clareza nas competências (habilidades, conhecimentos e atitudes) desejadas para cada cargo, fun??o e senioridade 3) Critérios e escalas objetivas de avalia??o (n?o há espa?o para trabalhar somente com subjetividade) 4) O mais importante: uma preocupa??o GENUíNA em desenvolver pessoas! Avaliar por avaliar é somente um ataque ao bem estar e cria um efeito contrário ao crescimento!

Para melhorar a performance e o clima da equipe, o líder tem que se fazer presente e ser neutro em suas avalia??es. Avaliar com constancia e sempre aplicar feedback. Saber valorizar os pontos fortes de cada membro e ao apontar as deficiências, justificar o porquê e dar sugest?es de como alcan?ar resultados. Treinamentos sempre s?o bem-vindos e tra?ando o objetivo a ser alcan?ado, desenhar um plano de a??o a ser seguido com prazos e novas avalia??es. O clima organizacional também diz muito a respeito só engajamento dos membros. Reconhecer a cada objetivo alcan?ado faz o colaborador se sentir valorizado e impulsiona a busca de melhorias.

Once the scope of development is identified, as a manager you can categorize the development plan under 3Es- Experience ( on the job training, job shadowing etc), Exposure ( mentorship, coaching, networking)& Education ( e-learning, courses, programs etc). For a holistic and visible development, simply assigning a program may not work. Since the learning and development needs are different for employees, depending on the scope and intensity, the 3Es model can be considered. In all, the real development happens when an employee can learn, practice, apply and reflect in the journey of development. Hence, designing the journey well around the 3Es is quintessential.

One size doesn't fit all in learning and development either! Some of us respond well to classroom based learning, some of us like to grow through mentor programmes, gig/project assignments, others are self learners and (my personal favourite), straight into the deep end! Respect and value these learning styles when you consider the "right" format because there are multiple right formats and this is all about your team members preferred format, not yours specifically. Generally, I have found that offering all formats allows for a more successful growth opportunity. Granted, it will take more time and investment from you but your team members will engage more effectively when they have options to suit their learning & development style.

Completing a skills gap analaysis, planning for training,mentoring or coaching to take place to address the identified gaps and giving/getting feedback is one important leg of it however, the success of upskilling initiatives is evident in increased productivity,improved performance and improved overall employee engangement.

There are total 5 Ideas through which upbringing can be done_ Communication:- Better & Clear Communication is always the butter of good Interaction through which the work gets easy and reliability can be increased. Adaptaion:- Adaptation of other Team Members between them,always elaborate to put stars in the team work. It also goes with patiently excepting new challenges. Time Management:- Time is Money in any Industry. If the team is built on such a strong piller then it will never let someone down. Problem Solving:- Team Members must be able to identify and address that what is the problem and come with the solutions through analysation and experience. Better in Person:- It matters to what how the team handles the pressure.

Using Employee training effectively and defining the priority training list for your team based on roadmap will help to upskill the team and make team ready to take on current and future also identify the specific trainings that needs to be created / updated periodically

Professional Certification Opportunities: "Offer opportunities and incentives for team members to gain professional certifications in their field. This not only upskills them but also adds value to your team’s overall expertise."

While it is company specific, it is also worth considering company benefits. A lot of companies offer free Linkedin Courses, Udemy etc.

O treinamento técnico e comportamental é fundamental para ter um time de alta performance. Uma prática que sempre conduzo com meus times é uma reuni?o mensal para desenvolvimento de competências, sendo que no primeiro momento eu conduzo o encontro, bem prático, m?o na massa mesmo, em que todos praticam e experienciam as metodologias. Posteriormente cada membro da equipe ministra um encontro, em que ele tem que desenvolver a temática e isso além de gerar engajamento, contribui para fortalecimento do trabalho em equipe e para o desenvolvimento de competências essenciais no mundo corporativo, tais como: oratória, comunica??o, relacionamento interpessoal, didática, planejamento, gest?o do tempo, dentre outras.

Podemos treinar os funcionários com todo tipo de conteúdo, incluindo documentos, vídeos e imagens. Veja seus funcionários aprendendo e aplicando testes. Podemos ultilizar ferramentas que ficam armazenadas em nuvem e abaixar o custo de manuten??o do software.

O Feedback dado em Momento e local adequado fortalece e motiva a lideran?a em continuar a se desenvolver e fazer melhor na carreira . Aproveite esses momentos e fa?a isso com constancia . Seu time agradece .

Nothing is more valuable than a right feedback. It’s the best gift one can give to anyone. Developing a relationship where feedbacks are taken in this spirit is also the responsibility of coach (team leader). Once feedbacks are given and received in true spirit, it paves way for individual transformation.

En mi experiencia me ha ayudado: 1. Resultados de Habilidades Técnicas. Si observo que algunos miembros necesitan fortalecer habilidades técnicas, ofrezco recomendaciones personalizadas para cursos presenciales. Eje. Sugeriría un curso de actualización en servicio al cliente. 2. Resultados de Habilidades Blandas. Si identifico áreas de mejora como la comunicación, implemento sesiones de tutoría individualizadas para proporcionar retroalimentación constructiva y desarrollar estrategias de mejora. Al personalizar la retroalimentación y el apoyo según los resultados de la evaluación, busco maximizar el impacto del programa, brindando a cada miembro del equipo las herramientas y el respaldo necesarios para su desarrollo continuo.

Never skip talking about the areas of improvement which could be unpleasant to communicate. I very often work with colleagues who are high performers, but sometimes lack soft skills. Many people managers tend to push this aside, and they are tiptoeing around the topic, leaving the person in the dark, that way practically disabling the progress. Be open about your own growth opportunities, normalize imperfections and areas of development.

I'm going to sound like a stuck record but one size does not fit all when it comes to providing feedback & support. I think an authentic and genuine conversation is the most effective way to give feedback to your direct team members. Beyond your team, yes, surveys, group conversations, etc work wonders. My three top tips on how to provide authentic and genuine feedback & support include: 1. Focus on growth, not judgement: Frame your feedback as opportunities for personal and professional development, not criticisms. 2. Emphasise the "why" with empathy: Don't just tell your team member what they did - explain how it impacts the team, project, or company goals. 3. Embrace open and honest dialogue: Make feedback a two-way street.

Celebrating success is 1 of the fundamental strengths of a good leader and believe it or not, one size does not fit all when it comes to celebrating and rewarding because, you guessed it, we all like to celebrate & be rewarded differently. Not all are interested in public acknowledgement (although this can be very effective for the right person), some of us prefer recognition through more responsibility, better exposure to leadership as a result of our efforts, monetary reward or a skills qualification we can profile on LinkedIn. Whatever the preferred method of celebration is, always remember that the investment you put into your team today, will be repaid by the team for the years that follow so your team should be your no.1 priority.

In my experience, I have seen that every individual needs some kind of appreciation and motivation to push their limits and become a performer at work. Any career is built on series of opportunities that you create for yourself and not just an event. Likewise, for organisations it’s important to create opportunities to celebrate milestones and acknowledge performances to create a high performance culture. To thrive in the VUCA world, it’s pivotal that people in organisations stay engaged and motivated. Therefore, a culture of celebration in teams and rewards for good work act a catalyst to drive high performance. In all, focusing on celebrations create great experiences for people and that can directly impact your customer value.

Es crucial reconocer y celebrar los logros sobresalientes, ya que esto no solo refuerza una cultura positiva, sino que también motiva a otros a esforzarse por el éxito. Los altos resultados en evaluaciones los recompensó con reconocimientos públicos, incentivos y oportunidades de desarrollo profesional adicional. Paradójicamente, aquellos con resultados menos destacados los canalizo hacia un programa de seguimiento y desarrollo. Este enfoque busca abordar áreas de mejora y transformar la retroalimentación constructiva en oportunidades de crecimiento. En este paradigma, los procesos de seguimiento y desarrollo se convierten en celebraciones de resiliencia y capacidad de transformación humana.

Celebrate and never show a ranking between the good and the bad people; Just celebrate all good news and trying to do it with all the team members. What ever they have achieved. It just to show everyone that all together, we are in the same boat, sailing to the best performance.

I strongly believe in publicly acknowledging and celebrating team members' efforts in upskilling. By sharing their achievements with the team, we promote a culture of learning and collaboration. Encouraging them to share their knowledge not only benefits the team but also enhances their mentoring skills and visibility within the organization. This recognition not only boosts their confidence but also positions them as leaders in their domain, enhancing both their expertise and communication skills. Ultimately, celebrating and rewarding upskilling efforts fosters a positive work environment and drives individual and collective growth.

Good leaders have best teams and Good Teams have best leaders. Authentic way to Upskilling the TEAM. 1. Encourage trade training 2. Good Mentorship 3. Assign Task 4. Review work TAT and support for improvement scope 5. Team Engagement 6. Bridge up skill gap 7. Never say you have done best, you can do better 8. Ownership Culture 9. Raise the low performer to match with peers 10. One to one support hand network for better achievements amongst the team

Do not underestimate the significance of adopting a coaching leadership style and establishing an in-house mentoring program, alongside implementing a Lunch-and-Learn initiative. Acknowledge that a one-size-fits-all solution is not effective, considering the uniqueness of each individual. Opting for a tailored approach, such as coaching and mentoring, proves beneficial as it addresses the specific needs and gaps of each person, fostering a more personalized and impactful developmental experience. Lunch-and-Learn offers more of a pick-and-choose approach, which can also contribute to igniting curiosity. Lunch-and-Learn sessions focused on technical knowledge tend to be less intimidating for those who are not primarily tech-oriented.

I have seen subordinates who beat their own records when sent to on-site or client locations with minimum supervision. As a mentor or supervisor you have to resist micromanaging them to build their self-confidence and agility. Give them a chance to deliver a presentation / talk in front of room full of audience. Let them find the answers by themselves rather than spoon feeding them.

One way to upskill your team is by utilizing the talent within your organization to train other staff members. As a high performing organization there should be subject matter experts in almost every functional group. Let those subject matter experts train others within the organization provided they have the bandwidth to do so. This creates two paths of employee engagement- one acknowledging and valuing the expertise of team members and learning opportunities for the trainees. It’s a win-win.

é importante ressaltar que toda equipe é composta de pessoas diferentes, com sonhos, anseios, necessidades, conhecimentos e vivências distintas. Minha experiência indica que devemos criar rela??es respeitosas, escutar verdadeiramente, estabelecer metas individuais, estar disponível e saber as potencialidades de cada um. A partir daí, devemos atuar como condutores, em ambiente colaborativo, direcionando as pessoas a desafios tangíveis, de acordo com suas habilidades. Neste ponto, devemos medir o nível de atingimento das metas estabelecidas, ajustando a rota e dando suporte e ferramentas para a melhoria continua.