The essence of the theory of professional maturity of an organization’s employees
Immediately it should be noted that professional maturity employee – is not synonymous with his personal maturity. A definite relationship between the maturity of the person and of the professional role that it plays in the organization, there may be, but it is not always straightforward and clear.
Professional roles – it is not hard-coded functions. Secretary in the same company may be very different from the Secretary to the other – filling the role is quite different. It all depends on the specific control system, team, or organization.
The first option, which allows you to assess the level of professional maturity of the employee – this competence. And its components are predisposition (if it is not, then the person will be a lifetime hating your job) and expertise. The basic level of competence – is to have knowledge about what to do to understand this and be able to apply in practice. A maximum qualification, skill – it is subject to analysis their knowledge and experience, gradually improving there, and eventually transformed into something new.
The second parameter for assessing the maturity level of the employee – it is his willingness to take risks. For the development of a person must leave the known, out of the comfort zone. In practice, not all fall within the development zone, because it requires a lot of energy. In addition, for the development of a person is often forced to destroy the old picture of the world, and it is always a cognitive dissonance and makes “include” psychological defense mechanisms. People generally do not want to give up their beliefs about how something should work. Therefore, here, the rule of Pareto: about 80% of the organization’s employees are not willing to take risks, and only 20% – are willing to take the risk.
Often, when we are in danger, then we declare that we take responsibility. In fact, a person can take the risk, but did not manage it – and this is due to lack of competence. The maximum responsible employee assumes the risks and controls.
Levels (stages) the maturity of an organization’s employees
Based on these two criteria – competence and risk – there are several levels (stages) of vocational education:
“Child”
This basic level of maturity of the employee. A distinctive feature of this level – the use of the phrase, “you did not say,” “you can not teach,” “did not work.” Such a slave minimum level of professional competence and he is not inclined to take risks. Delegate authority to such an employee can not be and need to interact with them in formulating the problem very clearly. “Child” may only be used known to him the technology and methods of work, atypical, difficult situations “lost” for support from colleagues or a supervisor.
In addition, there are workers – “eternal children.” And it is not always associated with the position they hold in the management hierarchy (ie, they do not necessarily occupy the lower positions in the organization). For example, if a person to appoint, that he does not like, he can remain “eternal child”.
However, the “children” are very loyal to serving an organization’s management system, and to work with them is simple – most importantly, do not pull them out of their comfort zone, charging familiar it work.
“Teenager”
As soon as an employee starts to come out of your comfort zone and take risks, he goes to the maturity level of “teenager”. Markers that level – the use of the professional vocabulary of phrases: “Let’s try”, “let’s do it.” And the employee is not just say so, and indeed goes beyond the standards.
Building on the experience of such a subordinate begins to improve elements of their professional activities, to try something new – and gradually moves to the next level of professional maturity.
“Boy”
The main behavioral professional marker at this level of maturity – the position of “I’m the best.” If the “teenager” says, “I can”, the “young man” – “I can.” Also, these workers – a kind of “fire”, which sometimes perform miracles of heroism in the war on jobs involving all hands, and problems arise in the workplace. Therefore, the presence of such employees – is always a plus for the organization.
However, managers should remember that with each transition from one level of maturity to another employee may begin prematurely “age”, that is, and not be able to realize their professional potential. And the riskiest in the sense level – a “young adults.”
In the worst case scenario, it may take a subordinate position “I know, but I will not do anything.” And if they will do it with minimal impact. There should be subordinate in time to recognize and either get rid of them or try to give them an incentive to go to the next level of professional maturity.
“Adult”
These people are working ahead of the curve, think in advance about what will need to do today and tomorrow. They, like other workers, are faced with problems. However, their number is steadily decreasing problems as they try to warn them, correcting deficiencies control system causes problems. They no longer need to “put out fires” – they just do not to bring.
Undoubtedly, most executives dream about the employee – “adult”, but statistics show that these people only 2%.
“Aged”
A behavioral marker that indicates that the employee is at this level of maturity – the phrase “but I’m warning”, “it was necessary to do so” and “you do not get.” Such a person has a high level of professional competence but is not willing to take risks.
Ensuring staff turnover levels of maturity
Thus, there is a certain life cycle of professional competence of the staff – from the time a worker can change the stage of maturity. Entering the profession as a “child”, it moves to the top of the skill. However, its reach only 1-2% of people. The rest either remained at the previous level of professional maturity or “roll” in old age. However, even a successful “adult” may eventually become “old”.
The only way to professionally grow old – move to a new position and start there with the level of “child” or “teenager”.
In modern conditions of professional staff, aging occurs a maximum of seven years. When the markets were not as turbulent, these cycles were more stretched so our parents could work for 20 years at the same level of maturity.
Therefore, companies and their senior management are necessary to create organizational conditions for the transfer of employees to new levels of maturity. The task of HR-management – to build a platform on which employees can grow professionally, to develop within his office. If not, then the organization will be alone “children”, not even “adolescent”.
The “child” culture, where there is a rejection of error, and there is a punishment, “teenager” did not grow. After all, he has to take risks – and thus is bound to be wrong.
To get people to move from one level of maturity to the next – it is impossible. We can only help them find those who are willing to move. For example, if you need more “teen” – arrange competition initiatives. He who will offer a good idea and implements it – your candidate.
The only way to grow old – to take on a new professional role, perhaps in his new position and re-start the development of a level of “child” or “teenager”.
The life cycle of the company and level of maturity
Professionalism, culture, and level of maturity of the employees are determined depending on the stage of the life cycle. For example, in the “young” businesses mostly working “children” and “adolescents” in the “old” – “children” and “grown old.”
Adult culture of the organization has always focused on partnerships, on the outcome, that is, the formation of values for customers, it works on a contractual trust. A children’s – focused on relations in the spirit of “parent-child”, on personal trust. It should be understood that not every company requires a mature culture. The main thing – to match business objectives. Let’s say, for the “McDonald’s” children need culture. For a network of jewelry stores – also, but in its main office need adult culture, otherwise the head will be forced to play the role of a father, and can not for a moment leave the business.