Staff capacity assessment tools

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You may unsubscribe from these communications at any time. For more information, check out our Terms of Use and Privacy Policy. Published January Resources Tool. Effort should be made to invest in training to the technical skills. The desire to be something more coupled with a strong culture of learning should make them successful quickly in embracing the need for more aggressive training.

This is a transition strategy. If the technical knowledge is difficult to procure or very specialized, consideration should be given to converting the relationship to an outsourced consultant. If the technical knowledge is more easily replaced, then effort should be targeted toward transfer of knowledge while helping the employee visualize a brighter future in another industry or work place. Employees that fall into this category will hold little value and effort should not be targeted towards their retention.

However, since they are ambitious and have a desire for increased responsibility, the termination should be as positive as possible since there could be the potential of a future stakeholder relationship. Since the desire for promotion is low, it is critical that opportunities for the employee to demonstrate, model, and promote the value of FHCCP should be identified and enhanced.

Employees that fall into this category will add value through their commitment to the culture. Their commitment to the culture combined with their low desire for promotion will most likely have them accepting alternative assignments regardless of the impact to their status or salary.

The strong cultural competency will increase the likelihood of a successful result from these performance tools. Employees falling into this category will require a planned exit strategy since they will have little motivation to leave on their own. Give them tools —Our IT employees want to be productive and to produce quality results.

Invest in your employees by giving them the tools that boost their productivity. Incorporate a quality improvement program —Often, employee productivity is hampered by poor quality in the delivery of their efforts.

More than not, they can't see the problem; it's the "can't see the forest for the trees" issue. For example, if your programming staff has to fix lots of problems that are discovered after software enhancements are put into production, you have both a client service problem and a productivity problem.

Implement a quality improvement process that delivers higher quality code. You will initially see your programming output drop, but it will soon increase and your productivity will improve considerably. Every time I have implemented a quality improvement program, I have met resistance from my senior people. Only after showing them the numbers before and after the quality program do they actually believe it improves the team's output. Give extra incentives for more work —In a couple of situations we had an inordinate amount of programming backlog.

We needed to reduce the backlog level, but didn't want to hire more people. To attack the problem, I offered our programming staff incentives to work on extra projects "on their own time," which meant outside of normal hours. This type of program can be very effective, but you have to be careful to avoid creating an impression that you are paying for overtime.

Hourly people get overtime, not professionals. You also only want to authorize the additional work to those who are doing an acceptable job; in other words, the way to qualify for the incentive work is by doing your normal job well.