Getting Teams to Own Their Development

Human Resources, being the valued business partner, can play a terrific supporting role helping leaders identify development needs and create plans for internal teams.  A quick needs assessment resource to utilize would include skills and training matrices.

Start with a blank matrix/table and list key skills/processes needed on the team, with each skill in its own column, going across.  (Leave the first column blank for the team member’s names.)  The skills may be technical, soft skills, software, and even safety related.  For example, a manufacturing production team might list operating types of certain equipment, mold changes processes, etc.  Next, for the rows, list each team member including the leader.  For each box where a name intersects with a skill, assess each person’s competence of the skill and assign a number.  Assign a number value, 0-3, where 0 means no experience, 1 means apprentice, 2 means skilled (independently capable,) and 3 means mastery/able to teach others.

Once the skills assessment matrix is built, the team can develop a training plan and identify needed resources.  Team members needing to grow in one skills/process/area might start developing plans to shadow someone one the team with mastery skills.  Overall, a plan is developed and each team member should know their growth areas, tentative plan to develop them, and an understanding how additional resources, as needed, might be provided. 

How to set priorities? Leaders should prioritize each core skill having at least one person at mastery and another to serve as backup.  This may be a very powerful realization by the team, especially its leader, to recognize gaps and vulnerabilities.  Overall, with skills and training matrices – the team has an understanding of their current status, a plan to address gaps, and grow.  The team now needs to own the plan and work the schedule.  

What to do with team members not willing to share their knowledge?  It may need to start with calming their fears as they may view their ability to be the “sole knowledge owner” of a system or process as a ticket for guaranteed employment.  They need to find value in understanding that their growth needs to come from teaching others and they may not be promotable if they cannot help others to succeed.  (After all, leaders develop people.)  Furthermore, they need to be able to consider how they may be a more valuable team member if they gain skills on other process and become a stronger, more flexible team member and help others in a similar process.

When to review/update? For certain, any time team members change and quarterly reviews are also important.  When changing team members, it is important to review the team’s training plan to ensure new members can adapt quickly into the group and learn key skills needed.  Also, recognize what talents and skills new members might bring with them.  On the flip side, as members leave the team, what new gaps were created which need a development plan to bring someone up to mastery and ensure adequate back-ups?  Quarterly reviews allow for both to confirm progress is being made on development and celebrate success.  Leaders should recognize knowledge and skills acquired and celebrate within the team and communicate out, especially to leaders above.