1. © Tesseract Management Systems / Managing by Design / 2002 - 1 Development Process These slides provide an outline structure for a development process which is consistent with the systematic management model. Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of the website, you know how each slide builds, and you are clear on the points you wish to make with them

2. © Tesseract Management Systems / Managing by Design / 2002 - 2 THE PROCESS OF PEOPLE DEVELOPMENT Discussion: Is our approach to the various parts of the development process constant, or does it depend on the stage the trainee is at? What sorts of things/examples might occur if we misunderstand where someone is on the model, or get our approach wrong? Does this happen in practice? What are the long term organisational implications of this?

3. © Tesseract Management Systems / Managing by Design / 2002 - 3 2 2 EMPOWERMENT PROCESS DELEGATION DEVELOPMENT Concern for Task HiLo Concern for Individual Hi Lo DELEGATION DEVELOPMENT 1 1 2 2 3 3 4 4 5 5 1 1 2 2 3 3 4 4 5 5

4. © Tesseract Management Systems / Managing by Design / 2002 - 4 Stimulates and supports others to reconsider and redesign the approach Needs to follow a clear and defined approach for success Understands when given approach is inappropriate or failing Can select approach from a number of options depending on circumstance Can modify and redesign the approach to improve overall performance Objectively monitors the performance of others, and addresses issues Needs close supervision to ensure task is completed correctly Can evaluate own performance in many areas but needs support in some Requires only periodic review to help assess improvements to approach No supervision required Guides others to develop their own plans and approach Needs clearly laid out instructions to follow Can select the most appropriate approach from a range of options Can develop own overall plan from existing modules and standard approaches Can develop own detail plan and develop the approach for the circumstances Coaches others and develops their performance through levels 1 to 4 Not CapableCan describe what needs to be done, and to some extent why it is needed Able to explain clearly what needs to be done and why Can provide basic supervision of others at competence levels of 1 or 2 Defines appropriate and relevant performance standards for others in this area Needs standards to be set for them in clear unambiguous terms Understands the standards in respect of why they are needed and the impact on the customer Able to work with less tangible criteria, and to contribute to the development of new standards Expected to establish and justify own performance standards Builds customer awareness and understanding in others Low, may not have met customer or have clear understanding of the next stage Understands Customer req’ts, and the need for the task to be done in a particular way Understands the major factors in the customer’s situation and requirements Seeks to further develop the company’s understanding of the background COMPETENCE LEVELS & SYSTEMATIC MGT. UNABLE TO EFFECT TASKUNABLE TO EFFECT TASK DELEGATION DEVELOPMENT 1 1 2 2 3 3 4 4 5 5 501234 Competence Level Flexibility of Approach Required Level of Supervision Planning of Work Activity Development of Others Standards of Performance Understanding of Background PEOPLE PREDICT PHILOSOPHY PURPOSE PROCESS PERFECT

5. © Tesseract Management Systems / Managing by Design / 2002 - 5 DEVELOPMENT PROCESS Provide Coaching & Support Review Progress Review Progress Establish Development Contract Establish Development Need Agree the process and/or plan of approach Set-up the Necessary Support