Staff and Management Development

In moving forward to build a more consistent team of supervisors and managers for your business you need to look at and analyze your current team. Assess how they're helping you reach your goals? But and most importantly you need to also be willing to look at yourself, what are you giving them to help reach your goals. Wegmans is a good example, their strong business model has been shown to add great value to our economic prosperity; particularly in urban America. Their success is increasingly tied to the talents of its people and committed workforce. Many cities, regions and companies have made a commitment to building the retention of skilled people as a core economic development strategy. Empowering our staff to build the future, engages the spirit and keeps them eager to continue moving toward success. An interesting added challenge we are facing is the generational mix of staff within companies, ranging from employees born between 1960 and 1975 –known as Gen X’er. Gen X have high expectation of what managers should do to support them. Generation Y, born between 1976-2001 tend to have an even greater needs for feedback and development than the Baby Boomer generation. Baby boomers are of the opinion of having a job is considered thanks enough. Gen-Y and Gen-X workers are accustomed to praise, reinforcement and given time to develop their interests and skills. As with most companies in this economy, not only the non-profit sector anymore, they are trying to doing more business with less staff support; currently managers don't have time nor do they know how to provide constructive feedback and develop people; they are too busy doing. Where do you rank in placing value on the role of supervisors or manager? Employees want structure, they are demanding clear goals, direction, feedback, coaching and recognition for good performance. I suggest allowing your managers to "manage" with the knowledge that they own the outcomes and an equal part of your companies over all success.