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I think we need to put time into them too. Just have to realize when they are a lost cause and walk away.
It's a collective responsibility. The staff and seniors should be collaborating constantly to become better at their jobs. No one person needs to hold your hand.
My philosophy is that if everybody is doing their job, everybody will succeed. If only one person succeeds, the team as a whole will usually suffer.
Collective responsibility but also when I train and develop someone and other teams want to take them because of high performance and I get someone who isn’t trained properly it’s a slap in the face and I will fight to only work with people I trained properly.
You’re the PIP commander. We all thank you
Rising Star
I feel managers and up sometimes forget how much on the job training seniors give to the staff below them.
However, I have never been in the position like the original poster on TB4A where I had the ability to try and get high performers placed on my engagements. Generally, my requests to have a specific person put on an engagement with me were denied.
Before I joined EY, I was at another top 10 firm and spent a lot of time training staff 1s on my jobs. However, I was never able to reap the benefits of said training because once those staff 1s became staff 2s, they started getting exposure to in-charging/senioring and as the senior I got the next batch of staff 1s to train. I got burned out because I was experiencing all the downside but very little of the upside of training people. I raised that point to my managers and they basically told me to deal with it.
Can anyone explain why a few high performing seniors aren’t compensated to create some essential video trainings for staff Is before they hit the workpapers with the force of 1000 highlighters.
I agree with your take.
From my 30 years of experience, it’s hard to train prima donnas who show no initiative to enhance their skills and causes other team members to pick up their slack.
I am a big believer in training people and placing them in a position to succeed. However, when a person doesn’t show the intellectual curiosity to enhance their skills, I will invite them over and tell them my observations. I will also point out that other team members are unwittingly punished by picking up the slack.
I would guess that 75-80% are coachable and will enhance their skills. I also provide feedback about their career growth and will praise them for good work. The ones who don’t want to improve and are unwilling to be coached will have trouble with me.
I’ve seen a handful who weren’t coachable who would later have good success later on in a different group or organization. I know my style doesn’t work for everyone. However, I’ve seen many others who I couldn’t train that had the same trouble on a different team.
Basically, you have an equal responsibility to all you coach. However, someone who isn’t coachable takes away your time from someone who needs and wants your time.
I have a similar mentality.
Sometimes it just takes change in position, company, etc. for them to try. I just wish they were honest and not waste other's time when they aren't ready though.
Staff need to put effort into learning - taking good notes and referring back to them, not BSing through trainings and making an effort to learn technology. Obviously there are great staff that work really hard to learn but I also think sometimes firms oversell the “well teach you everything you need to know.”
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You can only train ppl that want to be trained