Best Practies in Employee Development

High-performing organizations share several characteristics when it comes to how they approach employee training and development. Specifically, there are six key areas of commonality:

SHARED SERVICES
A shared services model draws

High-performing organizations share several characteristics when it comes to how they approach employee training and development. 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 unfortunately, 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 individual business units may require employee training and development. These models allow the business unit to determine which critical skills are needed to meet business goals, and then the central training department can provide potential solutions or vendors with whom the business unit may engage.

ONLINE SYSTEMS
Leveraging online systems can enable the deployment of common training needs to a wider audience. This is particularly true for global companies or organizations
with satellite offices and geographically dispersed employees. Having the flexibility to engage in training via an Internet connection helps reduce overall costs while improving access to learning resources and consistency of message.Online training can also improve the results and efficiency of face-to-face training because participants are better prepared with a baseline of knowledge.

FORMALIZED PROGRAM

High-performing organizations typically have a formal development program in place to prepare the next generation of leaders. The identification and development
of competent managers is crucial to the achievement of many business goals. Having a formal training program ensures all business units follow common strategic objectives and leads to the sharing of best practices. Identification of high potential employees is typically accomplished through a nomination 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 augmented, 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 development services to employees, integrating the process into the overall 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 organizational 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 business
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 training go to http://www.ecornell.com/whitepapers.

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