Page 55 - 173035 US GPO
P. 55

                  to sustain current and future operational requirements. We can create a quality workforce through professional growth opportunities
to enable personnel within our organization
to increase their skills and knowledge. Each organization must be willing to allow personnel to build their skills and invest the time and funding for their personnel. Supervisors need to develop their personnel so that not only the individual feels valued, but the organization sees their value. Ask your personnel about their ambitions and see how these fit within the organization’s priorities. Training, schools, and professional education can develop PEOPLE within the Army organization.
Providing opportunities for professional growth through various progressive assignments and training creates a high return of investment for
the individual and the organization. If you have an interactive leader, inclusion is their priority, and this type of leader encourages others in setting performance goals and determining strategy for the organization (Wren, p.151). This approach enhances people’s sense of self-worth and energizes the Team toward achieving success.
Training can either be online or in a classroom that focuses on all or part of a functional skill. There is also scenario-based training that requires personnel to utilize critical thinking and problem- solving skills. These scenario-based training opportunities are more effective if all personnel are involved in the process. They build a sense of Team and appreciation for each other’s effort as they work through a problem scenario. Many personnel seek new skills or increase the level of their current talent. Sometimes supervisors do not ask their personnel what they want or need. Leaders build value in their personnel by providing opportunities for growth like diverse assignments, training, and even special projects.
Formal education can enhance the level of certification for a given functional area or career field. The Army educates military and civilian personnel through its established education systems (AR 350-1, Chapters 3 and 4). Education can build knowledge, skills, and abilities related to their job and improve their overall performance. Mentoring and guiding your personnel will enhance productivity in your work environment. There are
online opportunities as well as traditional schools to develop leadership and operational skills. There are professional development opportunities within each functional area. Some of these opportunities are technical skill-building opportunities, and some of these opportunities may be leadership- building opportunities. Both will build and enhance the future capability of the employee or Soldier for higher-level positions. Take an interest in your personnel and assist them in building
their knowledge, skills, and abilities for future advancement.
Third, investing in PEOPLE provides us lasting institutional benefits and ensures the future productivity of the organization. Investing in PEOPLE’s current and future services are increased performance and expertise, less turnover (lower attrition), and long-term investment.
Trained and qualified personnel create an increased performance. Supervisors must provide personnel opportunities for professional growth, create a positive and harassment-free work environment, instills a productive work ethic, and personnel treated with dignity and respect.
Less turnover amongst an organization means keeping qualified and satisfied employees in their position resulting in reduced demand for constant recruiting, re-training, and additional cost. We spend considerable time, effort, and money to onboard personnel to fill a position. If we take enough time to interview and match the right person with the correct position, invest in their training and education, show appreciation for what they bring to the organization, we can reduce turnover.
 Jackson Journal 55

   53   54   55   56   57