How to Tap Into the Hidden Skills of your Workforce
How to Tap Into the Hidden Skills of Your Workforce
Your employees possess skills and qualities to do the job they were employed to do, but many have hidden capabilities that are not being utilised.
This untapped potential hidden in your workforce is like a seam of gold running through a mountain. If you search for and use this potential, not only will your organisation benefit, but your employees will have a greater feeling of job satisfaction..
1. Assume the potential exists.
Potential is hidden. Although you cannot see it, you must first assume it exists.
Therefore, your first step is to believe in the potential of others.
2. Distinguish between being educated and being intelligent.
There are many intelligent, but not well-educated people. Those that exist in your workforce have within them potential which your organisation should seek to tap into.
Identify the people in your team that are smart, intelligent and perceptive, but not necessarily well-educated.
Ask them in for a chat and see what you can do to help them actualise their full creative potential.
3. Create systems to allow the workforce to make suggestions on how to improve business systems.
The employees implementing the systems, policies and plans formed by the management, soon learn where they are deficient.
They will often have terrific ideas that would remedy the problem; but they are not consulted.
If organisations ask for, and act upon the workforce's negative feedback, together with the corresponding suggested corrective actions, then the organisation's progress will accelerate.
4. Encourage self-improvement training programmes in all members of the team.
Many people know they have more to offer but they don't have the confidence to say.
Managers need to give employees the opportunity to discuss what training they would like to receive, in order to facilitate their development.
Then managers to act on this information and develop their employees potential.
Developing staff in this way will reap huge rewards, both for the employee and for the organisation.
Definition: hidden skills
In business, hidden skills are employee abilities the firm has not yet seen. These skills sit outside the job role, stay off formal records, can lift results once used, and show up only when leaders ask, watch or train staff.
Show CG4D Definition
- Unrecognised by the employer at the time of work
- Absent from the employee’s job description and records
- Able to create business value when applied
- Revealed through dialogue, observation or training support
Article Summary
Assume every worker holds hidden skills, spot them through open talks and idea schemes, back them with training, and you turn quiet talent into profit, growth and happy staff.
Frequently Asked Questions
Here are some questions that frequently get asked about this topic during our training sessions.
What are hidden skills in the workplace?
Why should managers assume hidden skills exist?
How can I spot intelligent staff without formal education?
What makes a good staff suggestion scheme?
How does a feedback system unlock employee potential?
Which training boosts workforce growth quickly?
What benefits come from developing staff hidden skills?
Thought of something that's not been answered? Ask Us Today!
Did You Know: Key Statistics
LinkedIn’s 2024 Workplace Learning Report says 89% of learning leaders feel that building worker skills is the best way to face the future of work. Gallup’s 2023 Global Workplace study finds teams that play to their people’s strengths see 23% higher profit and 18% lower staff turnover.About the Author: Chris Farmer
Chris Farmer is the founder of the Corporate Coach Group and has many years' experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.
Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.
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