As required by the contemporary management thinking, the assessment of the employees by the team leaders as well as the supervisors is essential to understand, maximize and discover these employee's strengths and weaknesses. Every individual has his or her own set of skills and the need to be conversant with their competencies is vital for both career and personal development (Ampomah, 2016). Strength finder aims at coaching and uncovering the hidden talents and skills in the employees for the organizations to utilize them. Various companies have carried out the strength finder assessment and have engaged the employees to work and have a better quality of life (Esteban-Lloret, Aragon-Sanchez, & Carrasco-Hernandez, 2018). Upon strength and weakness finding amongst employees, decision making process follow which can one of the most difficult aspects of any working environment. Trying to come up with the most unique course of action sometimes tends to be tedious as well as emotionally draining activity. What most organizations have done is that they create an environment where the entire team feels valued and empowered in the decision-making process (Black, 2010).
Decision-Making Process for Employees with Two Different Strengths
As pointed out, strength finder aids in the decision-making process, pointing out areas of similarity and dissimilarity in the employees. For instance, a strategic employee is much unlikely to make similar decisions than the deliberative one. If these two individuals are to be involved in the decision-making process, let us say both are to make ten decisions a day, the business owners will end up being disappointed. The deliberative person may only make two decisions and only a small percentage of these decisions may work. Conversely, the strategic person may make five decisions, all of which may work. This strongly supports the idea that if people are wired, it becomes easy will know what types of decisions come most naturally for them.
Individuals in a position of making decisions in an organization have different strengths and this determines their process of making a decision and the probable outcome. A more elaborative example still is on the activator and the deliberative person all working in the sales department in an organization. If the activator is the strength of the sales agent in the company and the sales for a given product increase in a day, then he or she may advise on the immediate increase in the production sector to avoid disappointments in the demand market. This comes without even carrying out the analysis on the cause of the increase in demand. This decision may lead to the organization making losses.
Under the same scenario, let's take that another person's strength is deliberative. In this case, when the sales increase for like two days, he or she cannot make hasty decisions like the recommendation in the increase in production. What this deliberative person will do is analyzed to determine to establish the possible cause of demand increase and as to whether it is sustainable or not. This person will also take into account other factors that abide by this such as the other forces in the market and the action of competitors. Additionally, the deliberate person will consider whether increasing production is viable. By doing this, the company benefits fully.
How a Manager Could Develop Employees With Different Strengths
It goes without saying that in the world we live classification is the king. The aspect here becomes more understandable when it comes to how human beings learn more information about themselves as well as the environment surrounding them. Classifications for instance in the workforce often lead to the growth and the performance of businesses (Thanos, 2008). It is in this regard that a manager may employ the concepts below during the development of employees with varied strengths:
People Are Not Equal
The manager needs to understand that every employee is unique in his or her own ways. This is to mean that two individuals in a company may be serving the same position and the role, but their strengths are totally different. There is the need to deeply understand each of the employees. For instance, the first employee may have strengths in communication and strategic planning and the second employee may have strengths in presentations and documented. Effective decision making involves making such two employees being motivated, use both negative and positive reinforcement as well as train them on the importance of teamwork. The first employee, with excellent communication and strategic planning skills, would automatically do well in roles that require public attention. Such an individual needs to be coached to take part in the company's vision and mission. The strategy element comes in to make these visions into reality. Additionally, being strategic, the individual will anticipate potential issues before they happen. Though the first employee is good at communication, he or she has poor presentation skills that are possessed by the second employee. When it comes to the presentation of any work in that company then the skills of the second employee could be effectively utilized. If these two employees are coached on the importance of teamwork, they could work together thus leading to the development of the organization (Gementi, 2017).
Evaluation of What Constitutes a Name
Job titles in companies serve two main purposes. First, they give employees an understanding of their mandate in that organization and second, they provide them with the parameters necessary for their success in the job (Esteban-Lloret, Aragon-Sanchez, & Carrasco-Hernandez, 2018). It is via the evaluation and understanding of each of the employee's job title that the managers should assign different tasks to different employees all with varying degree of complexity (Thanos, 2008).
Ampomah, P. (2016). The Effect of Training and Development on Employee performance e in a Private Tertiary Institution in Ghana. Asian Journal of Social Sciences, 3(1), 29-33. doi:ISSN: 2313-7401
Black, T. (2010, 12 3). Tools for Running a Training Program. Inc. Retrieved from https://www.inc.com/guides/2010/12/tools-for-running-a-training-program.html
Esteban-Lloret, N. N., Aragon-Sanchez, A., & Carrasco-Hernandez, A. (2018). Determinants of employee training: impact on organizational legitimacy and organizational performance. The International Journal of Human Resource Management, 29(6), 1208-1229. doi:10.1080/09585192.2016.1256337
Gementi, F. (2017, May 17). The importance of training in small businesses. Cornerstone. Retrieved from https://www.cornerstoneondemand.co.uk/blog/importance-training-small-businesses
Thanos, K. (2008, January). Human resource training and development. The outdoor management method. Sports Management International Journal, 32-44. doi:10.4127/ch.2008.4.1.32-44
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