Training designed to give more value to the people in the organization and train them, increasing their potential to carry out different tasks or improve current ones, is one of the main elements of motivation and cohesion in organizations, especially when we focus on internal training (among colleagues from the same organization).
In a previous post on Is it possible to motivate teams in times of crisis? He said that personally the proposals detailed in it seem right to me, however the one that I would give the most value to would be to work to improve the "value" of the employee. Something like adding value in the production or service provision process from the clients' perspective, but in this case, focusing it from the defense of the interests of the PEOPLE of the team.
A concrete and very practical suggestion that works.
A very important way of giving value to people is to train them to tackle broader functions than those carried out in their job through internal training. Internal training is understood as that which is given within the organization itself, by the members of the company itself, where each one voluntarily teaches the rest “what they do best”, that is, their strengths of knowledge or skills. In this way, their potential to advance professionally is increased (especially useful in large organizations where there is a high turnover of people and possibilities for promotion, such as the public sector).
Yes, you heard correctly, it is possible to motivate people even in the public sector! , so unfairly reviled in our days ("if you are able to motivate an official, you are able to motivate any organization"), through internal training.
The empowerment of internal training courses, duly organized, follows a process of:
• Identification of needs (annual surveys) for the best performance of their functions
• Planning of training actions according to needs
• Promotion of the teaching of each person to the rest of interested colleagues, about what they “know best to do” or “they like the most” during working hours
• Peer evaluation of teaching tasks
• Adjustment and modification of the training plan according to the deficiencies or areas for improvement identified in the previous stage. The results are the one that the people (a great majority, although not all), and with them the organization "come up". It increases motivation and participation, initiative and mutual support of the staff in pursuit of the strategic and operational objectives of the company or institution.
• Ideally, all these activities should be led by an internal improvement team, made up of volunteers from all hierarchical levels and supported by the unit's management. This team is in charge of defining and carrying out the Training Plan. Based on the results of the needs questionnaire, the aim is to establish a set of training initiatives aimed at satisfying those needs. All this combining official training (face-to-face and online) with internal training and punctual attendance at external events. The aim is to promote the exchange of knowledge among the members of the unit in a systematic way and as part of the exercise management plan. (See the Annual Report of the DEP of the GV 2008).
This "emotional reaction" is reflected in Goldsmith's "Emotional Fitness at Work: 6 Strategic Steps to Success Using the Power of Emotion", where it is stated that:
• Emotions affect your job performance and can either propitiate or obstruct the success of your team.
• Fear and other destructive emotions slow productivity, inhibit communication, and stunt creativity.
• Promote a work environment in which people can openly discuss their concerns.
• To have good relationships and progress at work, reach mutual agreements, treat others well, and be open.
• Reacting with anger or aggressiveness, usually aggravates a potentially volatile situation.
• Conflict resolution is an essential skill for a workplace to run smoothly.
• Problems are not necessarily obstacles. They are opportunities to develop and improve.
• Prepare for a crisis. Create a plan that spans multiple scenarios.
• Counseling programs create a culture of encouragement, while producing future leaders.
• Great managers connect emotionally with their employees.
Delegating the tasks of carrying out the training to the members of the unit (as an IMPROVEMENT TEAM), providing it with the means to carry it out and integrating this activity in the company's Management Plan is one of the MOST ELEMENTS POWERFUL MOTIVATION I KNOW. It is a HIGHLY RECOMMENDED activity wherever you want to generate a positive spiral of motivation and, therefore, to improve its effectiveness and efficiency.
