I'm appealing to any training manager out there who may have ideas about setting stretch objectives for an L&D Administrator. She works 3 days a week, so doesn't have much time outside the 'day' job for 'over and above' activities. She looks after the LMS - loading information about courses, delegates, joining instructions etc and 1st stage evaluation at the end. She is responsible for monthly budget data reports, approving requests for learning, room bookings etc - all the 'standard' admin tasks. Can anyone spot any possibility for her going from a 'perform' in there to an 'outperform'. I feel that I'm letting her down in that her objectives are either done or not done and don't give opportunity to 'excel'. Thoughts appreciated!
Kind regards
Carrie
4 Responses
Admin
Hi Carrie
One thing we have done is change the name of all "Admin" staff to Business Support. Makes a huge difference and values the contribution they make rather than the task.
If you send me your e mail address I'll send you a competency table that might help. Can't upload to here sorry.
Steve
Innovation, creativity
Hi Carrie, I'm sure there will be plenty of food for thought in Steve's Competency table but just a few other thoughts.
Do you set her objectives around contributing to the team; so that could be generating ideas around process improvements or continuous improvement. Can she provide some insight into ways that your team can improve what they offer. You could set her challenges around the whole improve what we the team do.
In addition can she go out and do some newtworking maybe with other people doing similar roles in your organisation or build some contacts with people with similar roles in other organisations and the point of this would be to come back with new ideas and ways of working that will improve or add value to what she does already.
Finally, could she do a sort of 180 degree feedback thing and get some ideas of wht she does well and what she could do better.
Hope that helps.
Reduce no shows?
This may not be an issue in your organisation of course, but if it is, could you set her the challenge of reducing no shows/late cancellations on courses? She could then develop a number of strategies and implement them to see which work best? This would have a clear ROI so would be simple to measure.
Jenny
RRATE
I'm a fan of using the Servqual methodology as a base point here:
Reliability – does the person do what they're expected to do? Do they meet the required standards of customer experience?
Responsiveness – are they flexible and attuned to the needs to the people around them, varying from the expected standard where required to deliver exceptional service?
Assurance – are they professional and competent, generating confidence in the work they do?
Tangibles – does the person provide the appropriate level of resource for the demands of the role?
Empathy – does the person understand the fundamental needs of the people they serve and their peers?