Turn underperformance into high performance

Make the most of the skills your staff already have

Start close to home when trying to develop those areas of your business that are crucial to success. Assess the skills of the people you already employ and see whether you're currently making the most of their potential. The answer to skills gaps you've identified might be right under your nose.

Make sure you know the skills possessed by each of your employees. You might be unaware of an important skill if someone doesn't need to use it in their current role.

A formal review process can help you keep track of the skills and training possessed by staff at all levels in your business. It also allows you to draw up skills-development plans which marry the needs of your business with the personal goals of your employees.

You should also look at the way you have allocated your staff to the various roles in your business. Are you using the skills at your disposal as efficiently as possible? Is every role being filled by the person with the most appropriate skills set? It is possible that "shuffling the pack" and redistributing responsibilities may improve the performance of your business.

Remember that skills shouldn't be considered in isolation. It may be that your systems or equipment are holding staff back from using all the skills they have. For instance, staff may be familiar with a piece of software which your business doesn't use but which would increase your productivity if you installed it.

It helps to think ahead about the skills you'll need. Recruit with an eye to how your business might develop in the future, and try to recruit individuals who'll be amenable to developing a wide range of skills.

Subjects covered in this guide

• Introduction
• Benchmark the performance of your business
• Identify skills gaps holding you back
• Make the most of the skills your staff already have
• The importance of leadership
• Use staff training to improve performance
• The benefits of qualifications and accreditations
• The new Investors in People Standard
• Practical considerations

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