If you’re a business that employs a staff with a variety of skill levels, backgrounds, education, and life experiences, you may not be aware of certain employees who could be vastly underutilized. By tapping into the potential of underutilized employees you can bring a variety of benefits to your business that you may have been missing out on.
By allowing your employees to live up to their potential, they’ll feel more satisfied, too, and more likely to stay with you and not hop to another company. Here, e-Training Manuals explains more about tapping into your team’s skill sets.
Identifying Your Under-Utilized Employees
Review performance evaluations to gain insight into which of your employees may be underutilized. If you have an employee who consistently receives average or below-average performance notes, it may not mean they aren’t good employees; it may just mean you have them in the wrong position.
Get feedback from team members. Your team is probably the best resource for being aware of who on their team may be underutilized. An underutilized employee is probably not enthusiastic about their work, which is normal and expected if their talents and skills are not being utilized.
The first thing you’ll want to determine is what skills and knowledge you’re assessing. You may already have an idea of a department or position you may want to assess them for based on the information you got from the performance review.
Decide what kind of skills assessment you want to administer. You can read an article about skills assessment that you can customize to your needs, which may work for you.
Or e-training Manuals have an eBook on How to conduct a Training Needs Analysis
Then develop an action plan. Once you’ve provided feedback to your employee about the results of their assessment, discuss where to go from there and work together on a way forward. You may want to provide additional training or new opportunities to take on different tasks. Work with their skills and their interests within the company.
When you’re giving feedback, it’s important to be specific. This is especially true if you’ve recently moved your employee to a new department or position within the team.
Make sure you schedule the meetings for feedback as soon as possible. It can cause anxiety and stress in your employee if they have to wait too long to learn if they’re living up to expectations in their new role.
Focus on strengths but be sincere. Your feedback should be genuine and authentic, or it won’t be received as being honest. If they have achieved excellence, then focus on that first to ease any tension and soften the blow later if you’ll be discussing other areas that need improvement.
It is important that your business have manuals and training materials to help both new and established employees. As your team members want to take on new roles, they will need to know what is expected of them and what resources are available to them. You can produce these documents in-house or work with e-Training Manuals to produce a thorough manual for your team.
When offering mentorships, it’s important to take time to pair the right mentor with mentees. And make sure the mentor has the required expertise in that field, too, and that they have the right resources.
Provide resources to the mentee, too, for individual study. In your website training materials, use infographics to make points easier to understand and retain. infographics can easily display complex information in a visual format that is easy to comprehend. You can make eye-catching ones yourself with an infographic tool that you can customize with images, icons, fonts, and graphics.
Establish clear goals and expectations for both the mentor and mentee. Schedule regular check-ins, specific skills to develop, and desired outcomes.
By using these tips, you can help unlock the potential of your underutilized employees, making them feel better about their job and themselves. This means they will be less likely to leave for another position. And you win by having an employee doing their best for your business.