Human Resources

Lack of Development Skills

Lack of Development Skills

Russ McDonald main problem is that he reached the comfort zone and stopped learning and developing new skills, this was not a problem for the company at that time because GM itself was in the comfort zone for too many years with acquisition of nearly 50% of the market.

When suddenly GM eliminated him, he found that he was not able to cope with the market because he lost the opportunity for any skill development.

Reasons For Lack Of Development

  1. Lack of career vision
  2. Job insecurity
  3. Feeling under-valued
  4. Poor leadership
  5. Conflict in the workplace
  6. Unrealistic workload

What is skill development?

The skill is the ability and capacity acquired through deliberate, systematic, and sustained effort to smoothly and adaptively carryout complex activities or job functions involving ideas (cognitive skills), things (technical skills), and/or people (interpersonal skills).

Skills development is the process of (1) identifying your skill gaps, and (2) developing and honing these skills. It is important because your skills determine your ability to execute your plans with success.

Skill Development means developing yourself and your skill sets to add value for the organization and for your own career development.

Reasons for the importance of skills development in a globalized economy

  • It is essential for employees not to think of what they do as a job, but rather a career. When you groom and develop skills, they soon learn what they are doing is more than just a job or a means to an end.
  • The world is moving fast and rapidly changing. Employers need to make sure that their employees are skilled and are well equipped to deal with these rapid changes.
  • Skills development always leads to competitive advantage. In order to be the best, you need to have something that nobody else has.
  • Growth is very important personally and in an organization. Employees need to stay learning in order to grow.
  • Globalization is leading to increasing international standardization of educational challenges and systems.
  • International organizations increasingly emphasize a largely common program of competence development and lifelong learning.
  • The widespread adoption of international conventions that form the normative basis for the competencies.


Action Plans:
  • Development should come from on-the-job activities and action learning: This can include development experiences like managing a project, serving on a cross-functional team, taking on a new task, job shadowing, job rotation, etc.


  • Gaining experience.
  • Learning to take decisions.
  • Learning different jobs.
  • Gaining more confidence.
  • More productive.


  • Slow process.
  • Mistakes occasionally occur.
  • Company losses more deals due to tryouts.


  • Interactions with others: This includes having a mentor, being a mentor, coaching, participating in communities of practice, serving as a leader in a staff organization, etc.


  • Feedback on spot.
  • Ensure competency and even excellence.
  • When you hire experienced candidates, they will put their existing skills and knowledge to work.
  • Employees can stay up-to-date with marketplace trends and new practices, strategies, and tactics that others have found successful.


  • More cost on the company


  • Training: including classes, seminars, webinars, podcasts, conferences, etc.


  • Self-learning is less more complicated.
  • Listening to different experiences.



  • Results are not accurate.
  • It only can be 10% of your development plan.


  • Create Individual Development Plans: It is important to sit down with the employee and discuss individual interests and career goals.


  • Help identify the development activities that individual should be undertaking.
  • Provide a roadmap for the employee that includes measurable goals and a realistic timeframe for achieving each goal.
  • Taking time to discuss and add detail to the employee development plan or blueprint will increase the likelihood for a return-on-investment for all involved.


  • Not everyone shares the same goals or has the same perspective about what they want to achieve in their career.
  • Others may be unsure about what they want to do.


  • Provide Performance Metrics: It is essential to set specific quantitative metrics to help an employee understand where they need to be or what they can realistically achieve.


  • A manager work with the employee to decide where he or she is now in relation to achieving key performance objectives that will eventually lead them to where they want to be and need to be.
  • Provides evidence of how these activities are working.
  • Performance metrics help drive accountability when paired with effective leadership.



  • Employees may get jealous from achievement of their colleagues.
  • Frustration may get to employees with slow or bad achievements.


  • Remove Barriers: Many organizations are rigid in their organizational structure and processes


  • Facilitate dynamic growth and high-performance training.
  • Design a system that encourages a fluid approach to learning and working.


  • Conflicts and clashes can occur between employees and managers or between employees themselves.



As an employee, a manager, or even a businessperson, working on my skills and continuously developing it should be a big major on my plans.

All the above action plans should be alternatively done and I am sure there is more to do.

In our case study, the employee lost his job because he did not think what could happen in the future and stopped developing himself.

Another example is Kodak Company, which was for more than 130 years taking over 90% of the market stopped developing and unfortunately lost most of its share.

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