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Oracle Tips by Burleson |
Staff
Development
Does the employee mentor and cross-train
co-workers in a thorough and dedicated manner? Are questions answered
completely? Is information shared equally among others? Are
presentations and demos adequately prepared for? Does the employee
strive for personal improvement?
Staff development is a key
performance measurement in any organization. All employees that are
higher than entry level should have a keen interest in mentoring and
cross-training their teammates. This entails taking the time to
proactively train others. Answering questions willingly, completely,
and with the proper demeanor is just as important as the dissemination
of knowledge.
Staff development not only
benefits the person receiving the training, but it benefits the team
as a whole and ripples through to other support groups. On-call
support for computer systems can be an annoyance in IT shops where
discipline, standards, and information sharing is not emphasized. Not
only does the IT manager not want employees to be spending inordinate
amounts of time off-hours fixing problems, but he or she does not want
to have to follow up on the reasons why so many problems are
occurring.
Technical personnel should be glad to increase the
quality of service that the team provides as the benefits eventually
return to them. Professionalism means that everyone in the IT
department should always be striving for excellence, individually and
as a team.
Technical personnel that do not either have the
ability or the motivation to improve themselves will not keep pace
with the high degree of technological change in today’s IT
environments. Distributed computing has layers of complex software and
hardware from numerous vendors interfacing in high-demand business
environments. Computer professionals owe it to themselves and to their
employers to stay abreast of the latest releases, upgrades, bugs,
patches, features, and functionality of system components. Those
individuals that fall behind in this regard will become stale and
their quality of work
results will falter. The end
result will be poor system performance, outages, and reduced
effectiveness of the business that negatively impacts the customer and
the company’s bottom-line. Employers cannot afford to retain employees
that are not up to the challenge.
FAST FACT
Corporations that have
developed collaborative conflict management
systems have realized significant savings of litigation costs.
- Slaikev, K and
Hasson, R(1998), Controlling the Costs of Conflict: How to Design
a System for your Organization, Jossey Bass, pp14-15.
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