Team members are recruited in the belief that they have the qualifications, experience and competencies necessary to do their job. There will however inevitably be gaps, the job may change and team members will wish to develop for the next step in their career.
They will therefore have to learn new skills and gain new competencies. This can be achieved in a number of ways.
|Learning method||Example of how this can be done in emergencies|
|Self study – the team member works on their own using books, CDs, DVDs, downloadable resources etc. – case study||An emergency library of books etc. should be part of any office kit – consider ordering more of any which are popular – very important for national contract staff who may not have the means to access such resources. More and more publications are available in electronic format for free download. Case study|
|Training – typically short courses run internally or by other organisations||If your organisation does not have the capacity, consider contacting organisations who might be better placed. Case study|
|By doing – taken to extreme this is the 'drop them in the deep end and see if they swim' approach||Consider combining with coaching, mentoring or shadowing, see below, if either you or the team member is concerned|
|Coaching – typically with a manager||The coach is probably a line manager of the team member being coached. The coach offers advice and guidance on a more regular and intensive basis than if they were a line manager alone. Case study|
|Mentoring – typically with a peer||The mentor is not a line manager, is probably more experienced in either the organisation, programme or sector and talks through problems, ideas and plans with the mentee.|
|Shadowing – typically with someone whose job they will take over||The team member follows and observes another team member to learn from them.|
Different people learn in different ways, so you will need to explore options with team members