Increase the self-efficacy of employees

Increasing the Self-Efficacy of Employees

August 12, 2024 – Boldly facing new challenges and tasks. This is a skill that employees need to possess nowadays. Only then can they remain attractive workers in our rapidly changing world – regardless of whether they work in the company, from home, or elsewhere.

 People are different. We gain this experience every day – both professionally and privately. For instance, we notice that some women and men immediately think when faced with new challenges: I can’t do that. Consequently, they approach the task unmotivated, and their chances of success are correspondingly low.

Others, however, may initially think the same when facing the same challenge: Oh no. But then: Somehow, I will manage it. So they tackle the task with enthusiasm. Usually with success – also because they don’t immediately throw in the towel after the first failed attempt.

Self-Efficacy: A New Key Competence – Professionally and Privately

Such confidence is becoming increasingly important. In our modern world, we are constantly confronted with new challenges. Thus, dealing adequately with them becomes a key competency.

Companies have recognized this as well. They increasingly expect their employees to face new challenges and master them; furthermore, that they take the initiative to acquire the skills they will need in their profession (in the future). Or to put it differently: Employees should be more self-efficacious.

The Four Sources of Self-Efficacy According to Bandura

According to research by the sadly deceased Canadian learning theorist Albert Bandura in 2021, our self-efficacy derives from four sources:

1. Personal Experiences: They are very important. Because those who have repeatedly experienced “I can solve difficult tasks” feel confident doing so with new ones.

2. Role Models: If a person observes another solving a difficult task, it can also boost their self-confidence – in line with the maxim: “If they can do it, then I can too!”

3. Support: Knowing “If it gets tight, I have supporters” is also encouraging.

4. Reactions and Emotions: People infer their abilities from their physical reactions. For example, if they feel their heart racing during a task, they often immediately think: I can’t do this. So it’s important to be able to analyze: Is my reaction appropriate for the task?

Increasing One's Own Self-Efficacy Systematically

Those who wish to increase their self-efficacy should regularly face challenges where they initially suspect: This task might overwhelm me. Because we grow from this.

It makes sense to view the task as a project and first analyze: What sub-tasks are associated with it? After that, we can determine why we shy away from certain sub-tasks. For instance, is it because we have no experience with them yet? Once we have identified this, we can organize the necessary support. Additionally, we can derive sub-goals from the sub-tasks that need to be achieved on the way to the larger goal.

Defining sub-goals is important in case we only partially achieve the project goal. Then we can determine based on the achieved sub-goals which sub-tasks we have mastered with flying colors and which we have not. Thus we can relativize our “failure.” Furthermore, we can analyze which new skills we have acquired and where further learning is needed.

If we proceed in this way when tackling challenging tasks, we enter a learning spiral that leads to a continuous expansion of our competence and self-efficacy.

Self-Efficacious Employees Relieve Managers

This learning-theoretical insight can also be utilized by you as a manager if you wish to enhance your employees' competencies. You should regularly assign them tasks that they initially think “I can’t do this.” At the same time, however, you should always provide them with the necessary professional and emotional support they need to cope with these tasks. Because this leads to a gradual increase in your employees' self-efficacy and competence – which in the medium and long term also relieves you as a manager.

Author: Barbara Liebermeister