Correctional
officers are expected to deliver mandatory elements to the workplace. Such
elements include performance, attention to detail, focus abilities to carry out
special assignments and many more expectations rarely taken for granted.
Creating or building personal opportunities for such improvements requires the
officer to develop a career or self-development plan that makes full use of
their talents and improve their skill set at the same time. However, this plan
cannot be developed without the employer’s help.
Budget
conditions in every locality, state or at the federal level has been the focus
of shortage of funds for years now. Providing good service, performance and other
mandated duties and tasks are needed to meet the current technological changes
and access to data critical and very important. This makes the interaction
between administrative personnel and front line personnel more important than
ever before.
As the burden
increases and with downsizing a priority to control the costs, many governments
are at risk of becoming ineffective and difficult to create better
opportunities for those capable of handling such upcoming challenges. They can
avoid this by implementing management principles friendly to enabling the
employee while at the same time, allow full potential contributions to fill in
any gaps created by organizational vacancies or short comings.
Transforming
the abilities and capabilities of good employees will ensure improving the
delivery of services as designed by the objectives and mission of each agency. At
its core is a strong focus on capability building at all levels, which then
becomes an integral part of how well the agency operates. Keep in mind the most
important element is sustainability. One can build the right capabilities but
without nurturing and constant advances, it can fade out surprisingly quick
causing the core values to be diminished and the work left incomplete.
Why partake in
capability building you ask? Competency expands your ability to provide more
services with the same number of employees in the work force. It allows
individuals to become more valued and appreciated boosting morale and improving
attendance. Most of all, building abilities improves the consistency of the
services provided and a broader range of solutions to keep the production going
in the right direction while improving delivery and communication efforts.
Capability
building adds value to the organization and the work force. It can integrate
human solutions with the use of machines and make them work better together. It
gives the business an additional resource to the solution process from those
working the front lines and likely give their managers and supervisors the
answers to the problems experienced on a continuous basis.
Competence
building thus involves more than just teaching employees how to complete their
day-to-day tasks. Instead, it focuses on a broader set of skills that increase
each employee’s value to the organization, such as learning to reach problems’
root causes, or providing effective feedback to diminish interruptions of
services or delivery of goods mandated by law or policy.
With the
greater value that more skilled people can create, the organization will
enhance its unique competitive position. That means tailoring the capability
building to the organization’s business context, culture, and needs—especially
to the factors that allow the organization to create value and boost
productivity and efficiency levels.
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