Guiding employee development is an important managerial role. As with many professions, the training engineers receive in college is formal and dictated by college curriculum requirements. But once engineers enters the workforce, the majority of their learning is informal and is self-directed with guidance from their manager. For managers to be successful at helping employees develop skills, they must be able to assess an engineer's current level of expertise and determine what type of instruction, assignments and feedback are most appropriate. This article looks at the Five-Stage Skills Acquisition Model by Dryfus, which has been applied to lifelong development of doctors, and applies it to the development of engineers. The purpose of this paper is to introduce two rubrics that can be tools for engineering managers to help them guide the learning and development processes for their employees resulting in an increase in their employees' human capital. The purpose of the two rubrics is to assist managers in determining the current level of expertise of their employees and to determine how to direct their development and raise their employees to a higher level of expertise.
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