Elearning! Magazine: Building Smarter Companies via Learning & Workplace Technologies.
Issue link: http://elmezine.epubxp.com/i/48330
TipsDevelopment Best Practices in Employee Development because participants are better prepared with a baseline of knowledge. FORMALIZED PROGRAM High-performing organizations share several characteristics when it comes to how they approach employee training and develop- ment. Specifically, there are six key areas of commonality: SHARED SERVICES A shared services model draws upon training resources from the central HR or training department, as well as individual business units. But unfortunate- ly, the training budget is one of the first items on the chopping block in times of financial stress. Competency models play a key role in defining desired skills and abilities for which individ- ual business units may require employee training and develop- ment. These models allow the business unit to determine 44 May / June 2011 which critical skills are needed to meet business goals, and then the central training department can provide potential solutions or vendors with whom the busi- ness unit may engage. ONLINE SYSTEMS Leveraging online systems can enable the deployment of com- mon training needs to a wider audience. This is particularly true for global companies or organi- zations with satellite offices and geographically dispersed employ- ees. Having the flexibility to engage in training via an Internet connection helps reduce overall costs while improving access to learning resources and consisten- cy of message. Online training can also improve the results and efficiency of face-to-face training High-performing organizations typically have a formal develop- ment program in place to pre- pare the next generation of lead- ers. The identification and devel- opment of competent managers is crucial to the achievement of many business goals. Having a formal training program ensures all business units follow com- mon strategic objectives and leads to the sharing of best prac- tices. Identification of high- potential employees is typically accomplished through a nomi- nation process, a 360-degree process or other purposeful method to ensure that the best and brightest are identified and invited to participate. AUGMENT & ADJUST Training programs must be aug- mented, adjusted and changed. Keep your eyes on the horizon and be mindful that the agile business is better prepared to grow and face new challenges. Maintain ties with your training providers and ask questions: What are other high-performing companies doing? What's new in leadership and management training that might be right for your latest challenge? CAREER DEVELOPMENT High-performing organizations typically provide career develop- ment services to employees, inte- grating the process into the over- all performance management system. Work with employees to develop career development plans that provide opportunities for professional advancement. A clear plan for employees' long- term development helps to ensure personnel remain at your company rather than look for other opportunities. MANAGE KNOWLEDGE Create a culture that facilitates the retention and sharing of organiza- tional knowledge. It can start with something as simple as a wiki where people go to find and share knowledge, or as comprehensive as team members addressing specific issues throughout their training experience and then presenting solutions to top management. An added bonus: ROI can be assessed by the success of these projects. ACHIEVING & MAINTAINING HIGH PERFORMANCE Becoming (or continuing to function as) a high-performing organization requires that the leaders of several groups— including HR, training and busi- ness units—work together with a common understanding about business goals, how to achieve them, and the importance of everyone involved in employee development. For more resources on planning and managing corporate train- ing go to www.ecornell.com/ whitepapers.