Como você pode criar um ambiente de apoio para o crescimento e desenvolvimento dos funcionários?

Aligning goals & expectations is such a foundational step toward effective growth. But this requires some transparency & even vulnerability from the organization, the mentor & the hi-potential individual. Effectively communicating the starting and end points - along with all touch points in between, in real-time, can make or break an individual’s development. During this period of time, I would also suggest celebrating any success in real-time, as well as addressing opportunities for improvement in real-time. Having these coaching conversations frequently, both celebratory & for improvement, can guide the high-potential individual along the path toward successful leadership & align them with your needs & expectations.

Learn more about psychological safety and practice it. Make sure your team won't be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.

Provide opportunities for training and development Encourage feedback: Encourage employees to provide feedback on their performance and to seek feedback from their managers. This can help identify areas for improvement and provide guidance on how to develop new skills. Offer career development programs: Provide opportunities for employees to advance their careers within the company. This can include job shadowing, mentorship programs, and leadership development programs. Recognize and reward employee achievements: Recognize and reward employees who demonstrate exceptional performance or make significant contributions to the company. This can include bonuses, promotions, or other forms of recognition. Foster a positive work culture

Empowerment is the key. Employees need a free hand to conceptualize, design, implement, fail, learn, and then try again. Organizations must provide several learning avenues where employees have the freedom to practice & learn without the fear of failure. This itself will act as a motivator and will drive organizational growth along with leadership

Trust, Transparency and Treating employees with Respect for the value they bring to the corporate, fosters an open culture for innovation and productivity. Investing in holistic development of resources which not only includes their technical skills but also physical and emotional well-being is also equally important.

It involves setting clear goals, offering regular feedback, and investing in training programs. Encourage skill diversification, promote work-life balance, and provide mentorship opportunities. Recognize and reward achievements, foster open communication, and allocate resources for development. Cultivate a learning culture, lead by example, and be flexible with work arrangements. Link career advancement to performance and growth, establish a feedback loop, and celebrate milestones. By implementing these strategies, organizations can create an environment that not only supports employee development but also enhances overall workplace satisfaction and productivity.

Growth and development also stems from self reflection and understanding of what motivates you. I've found having access to professional coaches allows employees a neutral partner to dig a bit deeper. The coach uses motivational interviewing and other techniques to pinpoint what inspires people. Coaches partner with employees to set goals, problem solve, educate, and provide accountability. I've found its important to communicate what coaching is and isn't though...it isn't a place for employees with a fixed mindset to come and hope for answers. They need to put energy into it!

Leaders and managers should be mindful that effective learning opportunities vary between individuals. As opposed to offering training programs, it is key to create an open and safe working environment. Too often the company would offer amazing perks, but the culture on the team or in the company does not encourage, or worse, prohibit, the employees to take advantages of these opportunities. An open and safe working environment would allow employees to share candidly on the supports or trainings they need, and this would open up a dialogue between the employee, the team, and the company for more effective support.

Learning opportunities don't always have to be structured (e.g., a workshop). Leaders who understand their teammates' growth goals can and should delegate relevant tasks that provide employees with exposure to the type of work they're hoping to gain experience doing. For example, one of your customer support agents wants to pivot into project management, so you ask them to take the lead on building and implementing the SOP for a new process. As their leader, you support by setting expectations and discussing their general approach to the project, then you check in along the way to ensure its successful execution. Along the way, you help the employee reflect on what they're learning, enjoying about the work, finding challenging, etc.

Let employees have a sense of control over their growth journeys. I have noticed when cohorts are formed based on skill sets and personal inclinations, the learning sessions become more engaging and discussions more profound. There is also more commitment towards actions based on the learning outcomes.

Focusing on strengths rather than weaknesses, identifying how to utilize these strengths we have less naturally in teammates, promoting mentorship with peers who do exhibit these strengths. Changing the paradigm of the « performance evaluation » using an approach of appreciation of contribution instead, tooling mangers on giving positive feedback focused on strengths, common objectives, providing employees agency on determining goals, objectives and needs both for them and the organization.

A good organisation hires talent however a great organisation nurtures them. Where there is no fear of failure and we celebrate failures that will be the environment which not just supports but helps an employee learn and want to do more . Motivation , support are an outcome of a progressive workplace which doesn't breed but nurtures each employee and their potential

The minute the focus of an organisation is on capitalising strength and helping nurture the areas of improvement that is the winner It is also important that strength compliment the role people are attached to else give people chartered which are dooble rather charters which can be mislead both the organisation and the employee

If you have not reassessed your current disciplinary process yet, I would encourage you to do so. For us to be effective business partners, we shouldn’t be seen as disciplinarians or compliance. I would invite you to consider a culture of Performance Coaching, where all coaching, both positive & also for improvement, are documented & shared directly with the individual. For positive areas that are identified, you could document it as, “Recognition & Celebration”, while the conversations toward desired improvement could be documented as, “Feedback & Opportunities” We implemented this at a company I worked for, and watching the leaders sit down & deliver the Recognition & Celebration documents, along with words of praise was a game changer.

From my experience, feedback tends to be an item that is utilized primarily in a negative fashion or for employees in an exempt role. However, I have found that employees at all levels and tenure yearn to receive feedback from their superiors all year long. But for it to be effective and well received, it needs to be both positive and negative. This is best accomplished by having regular check-ins throughout the entire year and employee life cycle. These do not have to be formal or complicated, this is an informal opportunity to see how the employee is doing, discuss the past month's performance and possible future needs or concerns. Ideally, this should be done on a monthly basis and shouldn't take more than 15 minutes.

A supportive environment also requires a culture of trust and safety in which to experiment, take risks, and make mistakes. Learning involves trial and error. Failure is a valuable and required part of the growth process.

Provide opportunities for training and development: Offer training sessions, workshops, and seminars to help employees develop new skills and improve existing ones. Encourage feedback: Encourage employees to pto seek feedback from their managers. This can help identify areas for improvement and provide guidance on how to develop new skills. Offer career development programs: Provide opportunities for employees to advance their careers within the company. This can include job shadowing, mentorship programs, and leadership development programs. Recognize and reward employee achievements: Recognize and reward employees who demonstrate exceptional performance or make significant contributions to the company. Foster a positive work culture:

Have the proper processes and systems in place to provide adjustments to disabled staff. Staff can’t grow and develop if they’re constantly fighting to get the adjustments they need just to do their role. Growth is directly linked to being able to get the right adjustments in place.

The first step is not only to listen to them but to actually hear them. That means treating their fears and concerns with respect and if at all possible acting to address them. Finally, they will have ideas on how to improve things. Not all of those ideas will be immediately realisable but all of them should be treated seriously. Some of the ideas may even be in conflict with one another - it's then your role to move people towards consensus. Your workforce is the biggest asset you have. Encourage them to develop and flourish and so too will the organisation.

The number one request I have received through years of 1-on-1 sessions is, "Could you share MORE INFORMATION?" People consistently express a strong desire for increased access to information. They feel safer and more in control. This request often extends to regular feedback on employees' or contractors' work, as well as the sharing of more information about their projects or the company as a whole. Recognizing the importance of transparency and open communication, it becomes evident that providing additional information not only empowers individuals but also contributes to a more engaged and motivated workforce.

I’ve found neuroscience gives really important information about what helps people feel safe and able to engage. Hilary Scarlet’s SPACES acronym gives insight into the needs our brains have in order to stay in Reward state, where engagement and collaboration can thrive. Spaces =Self-esteem, purpose, autonomy, certainty, equity and social connection.

Creating a supportive environment for employee growth involves providing opportunities for upskilling, setting clear KRAs, facilitating cross-assignments, and offering mentorship. For example, I implemented a comprehensive upskilling program for my development team, tailored to their career aspirations and organizational needs. Additionally, I established clear KRAs aligned with their growth objectives, facilitated cross-functional assignments to broaden their skill set, and paired them with experienced mentors to provide guidance and support throughout their development journey. This holistic approach resulted in enhanced employee engagement, improved performance, and increased retention within the team.