This article has been accepted for publication in the March 2004 issue of Executive Branch, the newsletter for the Maryland Society of Association Executives

Strategies You Can Use To Build A “Master” Workforce
By Barbara Brown, PhD

In assessing your staffs’ strengths and weaknesses, consider what they do well and what needs improvement. Also, look at their experiences and assess whether they had opportunities to perform certain tasks. This type of critique can help you select performance improvement strategies that are a “best fit” for your staff.

A. When exploring expertise, consider the following:

1. Unskilled: Does not know how to accomplish tasks. Has not previously performed tasks. Cannot accomplish tasks without assistance.

2. Basic Skill: Knows how to accomplish tasks. Has previously performed tasks. Can accomplish routine tasks without assistance.

3. Moderate Skill: Can accomplish moderately difficult tasks without assistance. With assistance, can create acceptable solutions for well-defined problems.

4. Competent: Can accomplish difficult tasks without assistance. Can create acceptable solutions for well-defined problems without assistance.

5. Master: Can accomplish complex tasks without assistance. Can solve unclearly-defined problems. Can modify solutions to suit new problems in novel ways. Can teach others.

B. When exploring performance improvement options, consider the following:

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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PERMISSION TO REPRINT: Articles, Tips, and Tools can be reprinted in company newsletters or magazines. If placed electronically, a Live Link to Dr. Brown's website must be included. Please use the following credit for every item: Dr. Barbara Brown shows organizations how to use High-Performance Leadership to create the kind of links among people, goals & performance that produce positive results. For more tips, visit: www.DrBarbaraBrown.com or email: Barbara@DrBarbaraBrown.com.