When considering a development plan for a utility employee we must ensure that clear expectations and required resources are a part of it. A development plan must consider insight, motivation, skills/knowledge, real-world practice, and accountability (Hicks & Peterson, 1999). Knowing what motivates someone, giving them the skills as well as the ability to use what they learn, and holding them accountable for their performance makes for an effective development of an employee.
When working with a maverick employee, it’s important to identify whether he’s an “immovable” or “renegade” maverick. The two are motivated by different things, so they require different approaches. The “immovable” mavericks are motivated by their resistance to and fear of change and desire to stay put (Summers & Rosen, 1994, p. 151). This kind of employee should be supported and encouraged. The tasks given to them initially must be non-threatening in nature. The “renegade” maverick, on the other hand, is motivated by mischief and deliberately going against the grain (Summers & Rosen, 1994, p. 152). Developing this kind of employee will require that he be confronted and challenged into taking new tasks. It’s important that the other employees are given training on effective interaction skills, and know to confront mavericks with a team-on-maverick type of approach.
Hicks, M.D., Peterson, D.B. (July/August 1999). The Development Pipeline: How People Really Learn. Knowledge Management Review.
Summers, L. and Rosen, B. (May 1994). Mavericks Ride Again. Training & Development. Alexandria.
