Stretch Assignments

Much of what we learn and grow into on the job comes from experience as we work. This statement is supported in research literature (McCall, Lombardo & Morrison, 1988). Closer to home, this was also positively stated by the participants in UWT’s professional development task force when asked to describe powerful learning experiences. Stretch assignments are tools that managers and employees can use to increase experience, skills and work unit contributions in a real-time and practical ways. The following YouTube video was created in the University of Maryland's Robert W. Smith School of Business. The speaker, UM Professor Paul Tesluk, provides context for using stretch assignments as developmental opportunities.

UNDERSTAND:

Definition: Essentially, stretch assignments are projects or tasks, usually short-term, that are outside of an individual’s usual work and which will challenge his/her experience and skills and potentially broaden capabilities.

Both managers and workers can use this methodology to identify skills and competencies to focus on and enhance. Managers can use this method to strategically develop their existing workforce to complement changes that occur in the direction and volume of the work in the unit. Additionally, this kind of assignment, used broadly to cross-train and enhance the unit workers' skills, can provide some basis for leaders in succession plans. Workers can use this method to increase not only technical skills, but also such competencies as strategic skills, interpersonal skills, and personal effectiveness.

In the following modules, we have included examples of assignments that might fit into these categories. Managers and employees will most certainly be able to imagine other areas of their operations which might also fit. We have also suggested steps to take and provided forms for planning and implementation.

Note: Some content comes from the website, http://www.scontrino-powell.com/, developed by Scontrino-Powell, a firm which focuses on the application of Industrial-Organizational psychology (I-O) to the world of work. Many of the lists in this course are informed by research presented in Lombardo & Eichinger’s (1989) book entitled “Eighty-eight assignments for development in place,” and Yost & Plunkett’s (2009) book entitled “Real time leadership development.”