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Training and Development

Training and development is crucial for the successful performance of employees and managers. At the same time, many professionals are unaware of problems they may have in their performance. This is why the detailed analysis of their behavior is crucial for the effective performance and professional development of managers. On the other hand, the training process should focus not only on the development and improvement of certain skills and abilities but also have elements of coaching aiming at the long-lasting professional development of managers. In fact, it is through such a combination of the development of skills and abilities and the long-lasting professional growth managers can improve their performance. In this respect, I could refer to the experience of my colleague, who works in the human resource department. My colleague has been working since 2008 in our company and has proved to be quite successful in the integration of our organization. However, he faces some problems in the organizational skills. To put it more precisely, sometimes he fails to do the job on time or arrive to the meetings on time. Even though, he performs his duties well and he is a very responsible person but still he cannot cope with his failure to be punctual all the time. However, it is important to admit that he has managed to make certain progress in the course of the last year, when his unpunctuality prevented him from the promotion.

In actuality, my colleague needs to improve his organizational skills. In this regard, it is worth mentioning the fact that the poor organizational skills affect consistently the professional development of my colleague. In fact, he is quite successful in his performance but he lacks the effective organizational skills. He manages to perform his duties successfully. He works according to the organizational requirements. However, he always fails to arrive on meetings on time as well as he delays some work without any obvious reason. At the same time, it is worth mentioning the fact that my colleague is success-oriented and he wants to make a successful career but he cannot adequately explain why he comes late or delays some work. On the other hand, he has already recognized that the problem exists. In such a way, my colleague is ready to perform his duties properly and he needs the development of effective methods, which can help him to reach the higher degree of punctuality and put the end to his negative behavior pattern. In this regard, the positive attitude to my colleague from the part of our manager, who believes in his huge potential contributes to the successful career promotion of my colleague. The progress he has made in the course of the last year proves that he is able to succeed and to change his behavior.

At this point, it is important to specify that the problem is worth solving because my colleague is a well-qualified professional and he does have a considerable potential for the further professional development. My colleague can be quite successful, if he copes with his unpunctuality. In fact, the performance deficiencies between my colleague and other employees working in the company are quite significant. In fact, it is possible to point out that my colleague fails to pass some projects and do his work on time but others are accustomed to complete projects and perform all the work on time. In such a way, other professionals working in our department are punctual. In fact, my colleague could have obtained promotion, if he were punctual. However, our manager explained that he could not rely on unpunctual professionals. He did not tell directly to my colleague that it was him, who he refused to promote because of his unpunctuality, but we understood easily that it was him, who was the most unpunctual in our department.

In such a context, it is important to analyze the root cause of the performance deficiencies. The job structure and managerial behavioral causes might contribute to these deficiencies. To put it more precisely, my colleague often takes a lot of job to do, although I would never take so much job because I understand that I would be unable to do all the job on time and I would be too frustrated with all the job my colleague did and still does. At the same time, my colleague often overestimates his capabilities. He believes he can do all the jobs and takes all he is offered to take.

In addition, my colleague has in-depth knowledge in his professional domain. At the same time, he has underdeveloped organizational skills, which may be one of the major causes contributing to the deficiencies. Moreover, my colleague is unpunctual just because it is one of the traits of his character. For instance, I knew that he is unpunctual not only at work but also in his private life. For instance, when we decided to have a party we gathered on time, whereas my colleague was late again and we have been waiting for him for about half an hour.

Nevertheless, the solution is worth the cost in terms of time, money, and other resources that would be required. Taking into consideration the potential of my colleague in terms of his professional development and his expertise, the company needs to help my colleague to tackle his problem successfully because he can contribute to the organizational performance and accelerate the development of our department. In such a way, the company can improve consistently its performance, if my colleague can enhance his performance and help our department to improve its performance. In addition, my colleague can help other professionals in our department. In fact, my colleague has expertise and experience, which may be helpful for other professionals working in our department.

Thus, taking into account the results of the analyses of my colleague’s performance and problem it is possible to recommend some actions, which make the most sense to address the performance deficiencies. First of all, my colleague should focus on the development of his punctuality and organizational skills. In this regard, my colleague should focus on planning and scheduling his working day. Second, my colleague should take as much jobs as he can do for the definite time. In addition, our department should help my colleague to cope with his problem. To put it more precisely, the department should develop the schedule of jobs, which each employee should perform in time. At the same time, the manager should motivate my colleague to work hard.

In this regard, training and training-related actions are required. To put it more precisely, my colleague should take certain tasks and try to do them on time. If he fails to perform the taken tasks on time, he should take fewer tasks. In addition, my colleague should try creating schedule of his working day and check how accurately he performs the schedule. In the course of two-three weeks the accuracy should reach one hundred percent. After that he should create schedule on the regular basis to stay punctual.

At the same time, employee development-related actions are required. My colleague should learn more information on effective performance and time management. He may use the experience of other colleagues, who do their job on time.

On the other hand, some non-training and development related actions may be needed. To put it more precisely, the manager of our department should motivate my colleague using both material and non-material motivators. If my colleague has a high motivation, he can succeed in overcoming his unpunctuality.

Thus, taking into account all above mentioned, it is important to place emphasis on the fact that the effective performance of my colleague depends on his ability to change his behavior and habits and to become punctual. In this regard, the assistance of the entire department may be needed because my colleagues still fails to overcome his problem on his own, in spite of all his efforts. Therefore, the department should unite its efforts and help my colleague. This is very important because he is a very prospective professional.


“Arbitrator’s Ruling Goes Against Accounting Arm: Consultants Win Battle Of Andersen.” International Herald Tribune. Retrieved March 20, 2008 from <http://www.iht.com/articles/2000/08/08/consult.2.t.php>
Peters, T. J. (2007). In search of excellence: Lessons from America’s best-run companies. New York: Harper & Row.
Schein, E. H. (1999). Organizational culture and leadership. San Francisco: Jossey-Bass.