20 Development-Actions That Inspire Outstanding Performance
By Barbara Brown, PhD

When considering performance improvement strategies, think about what represents the “best fit” for your employees. Think about what they possess in terms of experience, formal education, certifications, and personal development. Encourage employees to devote 15-minutes a day to learning something new or interesting. Lead the way by setting aside 15-minutes of each weekly staff meeting as “learning time.” Use this time to have someone else (or yourself) provide some training. Consider these possibilities:

1. Same Tasks in Current Office: Structured training in which learning objectives are designed around current tasks in current office.

2. New Tasks in Current or Different Office: Structured training in which learning objectives are designed around new tasks in current office or different office.

3. Expanded Duties/Responsibilities in Current Office: Structured training in which learning objectives are designed around expanded duties and/or responsibilities in current office or different office.

4. Classroom Training: Structured formal instruction presented in a classroom environment by a qualified instructor.

5. Self-Study Course: Course complete at individual’s own pace. May or may not be completed during the regular workday.

6. After-Hours Course: Generally college-level courses taken outside the normal workday.

7. Shadowing: Observing individual(s) who has demonstrated successful work strategies.

8. Discussion With Subject Matter Expert: Structured question and answer session with subject matter expert to learn specific tasks.

9. Action Learning: An actual problem in the workplace used for learning. A group of employees are formed to analyze the problem, consult with experts, and then take action.

10. Coaching and Counseling: Learning assistance given through listening, observing, and providing feedback.

11. Learning Teams: Teams of 4 to 7 people who meet regularly to focus on individual learning to improve their own effectiveness.

12. Learning Labs: Typically 2 to 5 days, structured learning experiences designed as comprehensive work simulations used for instruction, practice, experimentation, and assessment.

13. Peers Teaching Peers: The structured transfer of acquired knowledge from one employee to another.

14. Cross-Functional Teams: Individuals with different skills and backgrounds form a team to bring a wide range of viewpoints to accomplish some task.

15. Participation On Task Force or Committee: Short or long-term assignment that affords the opportunity to acquire or enhance competencies.

16. Journaling: The process of keeping a written record of learning experiences.

17. Reflecting On Experience: The process of integrating learning and work to give both conscious attention by analyzing results achieved, lessons learned, and new opportunities for learning.

18. Reading: Selected book, article, or other written material that increases understanding of a specific topic.

19. Development Of Job Aids: Creation of tools or mechanisms to enhance retention, provide reminders, or outline processes related to a specific topic or job area.

20. Self-Development: A collection of techniques and approaches for individuals to manage their own process of learning, including self-analysis of competencies and interests, personal development plans, reading lists, journals, member in professional organizations, volunteer work, and other activities.

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