How to develop talent

topics-56Once you’ve identified talent, your next step is to provide those staff with new ways to develop further and start expanding their knowledge, skills and competence. 

This can be the first step towards helping staff to come out of their comfort zone, take on new responsibilities and widen their abilities. Providing hands-on experience and varying their responsibilities can help people to prepare to become a care manager or deputy.

Lots of the skills that future managers or deputies need can be developed through informal development opportunities. Making the most of these day-to-day opportunities is a great way of helping someone to develop their skills and is cost-effective for your service.

Below are some of the more common ways that ‘good’ and ‘outstanding’ rated services help develop internal talent before formal development programmes. Click on each link below to read more about what they are, how they can benefit developing talent and how they can be delivered.

We recommend selecting a maximum of one opportunity per line below. Of course, you don’t need to limit development opportunities to what is suggested here, these are simply some practical options to consider.

Learn from others

 

Share expertise

 

Take the lead

 

Grow your contacts

 

 

We asked aspiring managers how their own informal development opportunities have better prepared them for progressing into a care manager role.

We want to grow managers from within our service. It’s not that we don’t recruit managers externally, but we want to also provide existing staff with a pathway to continually develop into management.

One of the things that we recognise is that staff who want to be managers have not previously been given the opportunity to undertake the role in advance of applying for a manager position.  They highlighted to us that it was hard for them to perform well in the interviews without practical experience of the role.

In response to this, we now provide a programme of support involving shadowing and mentoring with other deputy managers and managers.  This helps our support workers who wish to progress into similar roles by gaining wider experience before positions become available.

Sammy Jo Scarbrough-Lang, Deputy Director of Operations, Future Directions CIC

 

Nobody likes jumping into a job they don’t know.  Future Directions CIC realise this and make sure you get trained up before you go into the post.  It’s not as daunting and you know what you’re doing.

“Over the past decade and through the support I received, I’ve built up confidence as a hands-on manager.  The organisation is continuing to develop me further, most recently round public speaking skills but I’m also looking to undertake an internal development programme aimed at enabling me to achieve a senior management role.

Mike Maden, Manager, Future Directions CIC

 

As a relatively small provider, we have to be realistic and honest with our staff wishing to become managers because there may not be immediate opportunities to progress to that level. 

“Despite this, we’re always looking to expand the company and progress staff into senior and supervisor roles.  We support our staff to do diplomas and those wishing to become managers, we enable them to come to the office and see what we do on a daily basis.

Alicia Ferrie, Registered Manager, Short Notice Care Services Ltd

 

Staff can also be empowered by the creation of new job roles which acknowledge and recognise their skills and potential.  This enhances their feeling of self-worth and demonstrates that their contribution is valued which further develops their care practice. It also enables employers to retain experienced staff who feel fulfilled, have a greater loyalty to the company and an increased sense of job satisfaction.

Beverley A. Manzar, Registered Manager, Ebury Court Care Home