The Co-op Food Stores of New Hampshire and Vermont

Motivate Staff to Continue Developing Their Skills

What supervisors can do:

• Encourage employees to take ownership of their jobs and to strive for personal excellence.
• Be knowledgeable, and share resources and referrals.
• Make sure job responsibilities are clear and useful.
• Discuss skills that are essential to be successful in the job.
• Provide opportunities for increased responsibility and career advancement.
• Give honest recognition for work achievements.
• Model the need for continuous learning.

Support Performance Development

How supervisors can act:

• Encourage employees to do an honest assessment of the job responsibilities and determine where they may have skill shortfalls or skills not being fully utilized.
• Discuss and create a development plan during the performance planning cycle.
• Endorse employees’ attendance at classes and activities that support the department and Co-op objectives, development plans, and goals.
• Discuss what employees learned in classes and support the integration of new ideas/methods into their work responsibilities.
• Provide timely behavioral feedback on performance and discuss ways to improve and develop further.
• Provide opportunities for employees to develop through:
  • Supervisor and peer coaching
  • Cross-training
  • Rotating work assignments
  • Mentoring others
  • Committee participation
  • Classes, courses, and trainings, both internal and external
  • Participating in orientation
  • Attending trade shows or cooperative conferences
  • Teaching a class
  • Participating in Co-op-sponsored events
  • Supporting the Co-op’s social bottom line

Low Commitment Inhibits Employee Development

Causes of Low Commitment:

• Lack of appreciation, reinforcement
• Low satisfaction, motivation
• Low employee ownership/involvement
• Misunderstood/unrealistic expectations
• Lack of trust
• Lack of self-confidence
• Lack of attention to employee’s needs
• Differences in values, personality type, style (with manager, peers, customers, etc.)
• Workload level (too much, too little?)
• Current responsibilities unconnected with career ambitions
• Conflict
• Personal problems

Commitment cannot be taught – however, it can be inspired or supported.

Actions to Raise Commitment and Competence

• Talk with the employee – Consider:
• Opportunities to learn, practice, perform
• Revised, realistic expectations
• Delegation of challenging assignments
• Special projects
• Job change (additional scope, responsibilities)
• Coaching and feedback on specific skills
• Mentoring another staff person
• Sharing of knowledge, experience (from you or others)
• Observing/ Apprenticing with competent associates
• Motivated self-study
• Training on essential skills and competencies

Competence can be taught and learned.