What do you do if your junior team members need guidance and support?

These things pop up during my Yearly 1v1 sessions with all of my staff; I propose to follow them up and guide them . Clear statement from my side , "I will not tell you what to do , only listen and tell you where i would change it ". Golden rule remains. Don't put your problem with me as then I would be doing your job and why would I pay you then ?

I've found it helpful to encourage vulnerability. A good way to do this is by avoiding rushing in to support and guide on "the areas of development or gaps". Rather reassure them that being junior is actually a part of the process and there are things one may not know "naturally" but that does not take away from their intelligence or definition. I actually recommend sharing your own stories or experiences of when you were junior and needed support and guidance, whether or not you knew it at the time and the mistakes and learnings. It's a good way of building rapport and confidence for them to open up in the areas where they need your support and guidance, and then you will be dealing with an open and ready mind which is more effective.

Teach them a whole system approach that looks at the big picture rather than focusing on one broken part. For example, ask them to figure out why a part failed before replacing it? Always reward honesty because everyone will eventually overlook something or run into a series of issues that present in an unusual way. Empower them to take a break and think over any field challenge before jumping in and making changes. Always be available when they call or text and remain positive. Respond with questions that will lead them to solving the issue so they will learn how to emulate the thought process behind the solution.

As a seasoned professional, I prioritize mentorship and support for my junior team members. When they need guidance, I ensure an open-door policy, offering encouragement, sharing knowledge, and providing constructive feedback to help them grow and succeed. Supporting their development not only benefits them but also strengthens the team as a whole.

-One thing about the training session is that it teaches how you are going to the face of the company to the customer. Your interpersonal skills, empathy and ability to handle stressful customer situations reflect on your employer's brand image. Hence, a field service engineer is required to have stellar customer service skills which is possible with sufficient training.

As sessões de treinamento estruturadas são fundamentais para o desenvolvimento dos membros da equipe júnior na área de engenharia de serviço de campo. Lembre-se de que a mentoria não se limita apenas às sessões formais. Esteja disponível para responder a perguntas e orientar os membros da equipe no dia a dia. A combinação de treinamento estruturado e orientação contínua ajudará a construir uma equipe forte e bem preparada para os desafios da engenharia de serviço de campo.

Structured training sessions are a crucial component of the development plan for all employeesand should be planed up to a year in advance.

Le monde étant en permanente évolution, il est important mettre en place des séances de formation de remise à niveau non seulement pour les juniors mais également les seignors pour s'arrimer à l'évolution, à l'utilisation de nouvelles technologies et techniques de Maintenance, il faut également pendant ces séances de formation encourager les questions, les initiatives pour d'une part descellés les points faibles de l'équipe et d'autre part mettre les éléments de l'équipe en confiance

-What I actually see that In the field, you would likely face situations requiring quick thinking and problem-solving abilities. Your ability to understand a problem and develop a solution shows technical prowess and signifies your competence in handling pressure and adapting to unexpected circumstances.So On site support is crucial and will motivate juniors

each day comes with it own challenges… Should I assign a task to a junior, I will first ask myself questions. Can he do it? Has he done it before? If no is the answer I have options Sending him to get him learn the hard way with my support from a distance. In this case I will stay in touch feeding all info required, asking feedback from any step taken till all is well. Going with him on site, allowing him to do all by himself me having eye on him to get him back on track when he is about to deviate. It comes a time when the supervisor himself has no clue on the task, in this case one need to be diplomatic. One goes on site with junior, allow him on the the task then takes the researcher’s role.

Junior engineers should receive on-site guidance from seniors, fostering a cohesive team and enhancing skills through direct mentorship.

In the field, you would likely face situations requiring quick thinking and problem-solving abilities. Your ability to understand a problem and develop a solution shows technical prowess and signifies your competence in handling pressure and adapting to unexpected circumstances.So On site support is crucial and will motivate juniors so need

Asignar casos reales realizando seguimiento y/o acompañamiento permanente en el desarrollo de los mismos para mostrar las diferentes situaciones que se pueden presentar y asimismo las maneras posibles de responder. de esta manera se da confianza al personal en el trabajo en campo, de cara al cliente o usuario final.

An open and honest feedback culture is vital to develop yourself and others, as well as the organisation. A healthy feedback culture is where the feedback is possible in all directions, as well towards the employee, between peers as towards the manager. I like the AID feedback format, which indicates the Action you want to provide feedback on, the Impact it had to you and what you would/could do differently next time.

Feedback culture should be appreciated For a field service engineer, effective communication is vital. This goes beyond verbal communication. It also involves active listening, body language and writing. You would communicate with customers, team members, managers, and possibly even stakeholders, so expressing your thoughts and ideas clearly and respectfully is of utmost importance.

Constructive feedback is key to boosting the confidence of team members. It should never be the case that the person receiving feedback feels demoralised. Nobody needs a constant reminder of the mistakes they made. It is best to help others learn from an instance and help them in improving for future.

Most juniors are very sensitive to their senior feedback. If our feedback is not constructive or makes them demoralized, they will hate their future with this profession. So, our feedback culture should be constructive and respectful whatever the mistake they made.

Je suis totalement d'accord avec le fait de faire un bilan, un état des lieux après chaque intervention. Car il est important de tirer des leçons de chaque situation rencontre. Ainsi il important d'avoir les impressions de tous les membres de son équipe. Laisser chacun s'exprimer sur ce qu'on a bien fait et ce qu'on aurait mieux fait les galvanise et les met en confiance, surtout montre à chacun qu'il fait partie d'une équipe.

Empowering can be done when my sub-ordinate became the face of the company to the customer. His interpersonal skills, empathy and ability to handle stressful customer situations reflect on his employer's brand image. Hence, a Junior engineer is required to have stellar customer service skills,which will come by extra push from senior engineer

Il est important de donner des responsabilités aux membres de son équipe pour permettre à chacun de s'exprimer, de montrer de quoi il est capable, ça montre également que vous leur faites confiance et cela les galvanise encore plus .

That to say juniors like hiding behind…. Delegating some tasks to them get them to be responsible You end up with responsible men making your supervisory role much easier.

Providing adequate resources is a primary responsibility of any leader; without this, all team members, especially juniors ones, can quickly become demotivated.

It is indeed essential to provide the team members with all the right tools and resources to enhance their learning and productivity. With the right tools and proper guidance the team members feel more confident to take on additional challenges.

Having all needed for the job is the most important for a Junior member of the team. They could have or not have experience. So, the most important is to bring all the facilities for them. This helps to enhance the confidence and the quality of the service, and the reputation of the organization grows exponentially. Who wants to see a FSE or similar, on the site without tools or manuals? Nobody! In my experience, I have been on both sides of the coin, and the best is when you have the newies with you and they work as professionals, just because they have all the support from the organization.

In the field, you would likely face situations requiring quick thinking and problem-solving abilities. Your ability to understand a problem and develop a solution shows technical prowess and signifies your competence in handling pressure and adapting to unexpected circumstances.So On site support is crucial and will motivate juniors

Firstly, Identify where he/she required the support. Is it with technical, customer handling or operational related. Secondly, sit with the team member and create a action plan and coach them by asking Why? and How? Instead of telling them what to do. Finally, assess the progress with them on biweekly or monthly basis. Modify the plan if required

We have the following philosophy in out tech world. Like everyone else. We have in house training as well as the dreaded OJT. None of our Techs are ever left high and dry, so to speak, they can always contact a senior tech to get help resolving issues or for guidance in the right direction.