Читать книгу Eighty-Eight Assignments for Development in Place - Michael Lombardo - Страница 6
ОглавлениеHow to Use This Article
This article is intended as a tool for managers and professionals at all levels and for human resources professionals. Its purpose is to help you add developmental assignments to current jobs. As implied by the title, the focus is on what can be done without moving people into new jobs, on developmental options that can be exercised in existing jobs to more systematically develop people by providing variety in leadership challenge and help in learning from these challenges.
The article will offer 88 developmental experiences that can be added to existing jobs. After reading this, you will have a basis for matching the developmental needs of subordinates to the experiences most likely to address those needs. You will also be able to give subordinate managers the information they need to take charge of their own development more systematically.
As a manager responsible for the development of subordinates, this article will help you take a look at your own job and perhaps find pieces of it that are no longer developmental for you but which might be developmental for one or more of your subordinates. Handing off these parts of your job can lead to development for your subordinates and free you to enhance your own development as well.
The article is organized in five major sections:
| Section | Pages | Contents |
| 1 | 1-3 | Background: Discussion of the experiences that our research found to be most developmental to managers and what can be learned from these experiences. |
| 2 | 3-5 | Discussion of the eleven challenges common to developmental experiences. |
| 3 | 5-12 | Discussion of options for development in place, including matrix of 88 such options and the likely developmental aspects of each. |
| 4 | 13-22 | Considerations in setting up a system for development in place. |
| 5 | 23-28 | How to help managers get the most out of development in place. |
