Making Managerial Training Pay Today

It’s not practical for major corporations to invest in certain high-potential managerial training programs, says Wes Siegal, a senior partner at Schaffer Consulting. It’s more important to get these managers out in the field, he contends.

“Programs that take people away from the job and are built around assessment, coaching and training are not only financially unsustainable, they also don’t work,” Siegal writes on a blog entry at Reuters.com. “Everything we know about adult learning says that we learn the most when we are forced to tackle real life problems, not sit in a classroom or attend off-site workshops.”

The organizational psychologist says that companies should turn talent development into an engine for results:

“Organizations need to provide development programs that require their highest potential managers to deliver real results in critical areas: to solve persistent problems, reduce expenses, free up capacity, or generate revenue.”

For instance, one team of high-potential managers at a major pharmaceutical company found ways to reduce requests from headquarters by 50 percent, freeing up time for customer contact.

His blog gives five ways how senior executives can convert leadership training into “an investment that yields high and rapid returns.”

—Full article: http://blogs.reuters.com/great-debate/2011/09/02/in-jobs-crisis-in-house-talent-development-is-key/

It’s not practical for major corporations to invest in certain high-potential managerial training programs, says Wes Siegal, a senior partner at Schaffer Consulting. It’s more important to get these managers out in the field, he contends.

“Programs that take people away from the job and are built around assessment, coaching and training are not only financially unsustainable, they also don’t work,” Siegal writes on a blog entry at Reuters.com. “Everything we know about adult learning says that we learn the most when we are forced to tackle real life problems, not sit in a classroom or attend off-site workshops.”

The organizational psychologist says that companies should turn talent development into an engine for results:

“Organizations need to provide development programs that require their highest potential managers to deliver real results in critical areas: to solve persistent problems, reduce expenses, free up capacity, or generate revenue.”

For instance, one team of high-potential managers at a major pharmaceutical company found ways to reduce requests from headquarters by 50 percent, freeing up time for customer contact.

His blog gives five ways how senior executives can convert leadership training into “an investment that yields high and rapid returns.”

—Full article: http://blogs.reuters.com/great-debate/2011/09/02/in-jobs-crisis-in-house-talent-development-is-key/

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