Talent Practices for Non-Office-Based Employees For roles such as drivers and warehouse workers who don’t engage in traditional talent practices (e.g., performance reviews, talent assessments), I'm curious what strategies have you found effective for talent management and development, especially given limited access to computers?
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HR Manager in Retaila year ago
As a Human resources Manager, I had to interview a vast of potential employees not related to warehouse or drivers; since I have been working directly at a store level, now, I do find that when you interview an individual, the only way to find out if this person does have the talent you are looking for, I walk with them to the area, and have one of my Team Lead to speak with him or her and show them how the job is done, to see if they can be an asset to the group and the store.
1. On-the-Job Training: Practical training sessions in the work environment allow employees to learn while performing their tasks. For drivers, we are organizing defensive driving courses and vehicle maintenance workshops, as well as training on safety procedures and handling equipment.
2. Exchange Program (3 months): Exchange programs for drivers facilitate knowledge sharing and motivation. For example, a driver from Bhutan participated in an exchange program with a driver in Siera Leon, both drivers switched places and returned to their duty station motivated.
3. Group Sessions: Regular short meetings or briefings, often held before the workday begins, provide a space for learning about safety updates, policies, or new processes. This informal setting makes it easier to communicate and address any issues without requiring formal computer-based learning.
4. Recognition Programs: In an all-staff meeting, mentioning drivers' contributions and giving them recognition and appreciation has a positive impact on their performance. Additionally, celebrating successes, especially during COVID-19, such as their special contribution in carrying COVID-19 kits to affected staff and their contribution during strikes in the country, makes them feel valued within the organization.
5. Career Pathways: Even for roles that may seem static, providing opportunities for advancement or upskilling can boost morale. This could involve offering certifications for specific skills or creating pathways for promotion into supervisory or specialized roles within the organization.
6. Feedback Mechanisms: Setting up simple, accessible ways for non-office-based staff to provide feedback, such as through mobile apps or in-person check-ins, can help address concerns and maintain engagement without formal talent assessments.
Incorporating these strategies helps meet the development needs of non-office-based employees, ensuring their skills are aligned with the organization’s goals while keeping engagement high in a less formal talent management system.