Don't Throw Money Away On Training - Planning Well Will Cut Costs and Increase ValueLearn Management Articles on management-info.biz. Don't Throw Money Away On Training - Planning Well Will Cut Costs and Increase Value article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
This sort of reactive approach to training and development costs far more than systematic training and is usually far less effective. So, how do we do this systematically? If we cover the key elements of an integrated approach to managing people, the pieces will fall into place. Planning The starting point should be the corporate plan - where is the organization going? If we know this we should also know what the obstacles are and what we are going to require of people. In previous articles we have discussed what people have to deliver (documented on job descriptions) and how they are to do it (competencies and associated behaviours). Once these have been determined, it should be easier to see what, if any training or development needs there are. Gun at the head test Here is a simple test to see if training is required. If the employee could do what is required if a gun was held at their head (please don't use a real gun!), they don't need training. They need better management. If they couldn't do the tasks, then training may be an answer. Following on from the planning stage there are other parts of the system that will provide useful information on training and development needs. Recruitment What are we having to recruit for? If we are paying a premium for certain skills, can we develop these internally? If we can't find certain abilities, do we need to start growing these ourselves? Performance management What are the gaps in current performance? Are these caused by a lack of training? What are the aspirations of staff and do they fit in with our corporate goals? Can we meet these with internal development plans? Rewards Are people earning to their potential through the salary system or incentive plans? If not, does this indicate a training need? Succession plans Are all the key jobs covered? If not, should we be developing people right now? By collecting all the information from these sources it is then a case of collating it and determining what needs to be done. But here is another trap. It does not mean we have to go out looking for training courses. If our training and development needs are documented in terms of objectives, that is, what someone should be able to do after they have received the development, rather than 'attend management course' there are usually several options available. For some of these there may be no direct cost. An example may be 'To be able to accurately set up systems for recording and analysing data and prepare reports with recommendations and action', not 'advanced Excel course' With some creative effort you may find there are experts in the organization already who can provide some assistance in the relevant areas without the expense and inconvenience of an external training course.
Also, it is worth noting that when research is conducted into why people prefer certain employers, high up on the list is usually the growth and development opportunities available. Accurately and actively identifying development needs makes good business sense. |
More Articles:1. Time Management - How to Have Productive Meetings By Lorraine Pirihi One of the greatest time wasters of all are unnecessary or poorly run meetings. If you want to dramatically improve your time management skills, then learn how to have productive meetings."Brian" is the Operations Manager in a large corporation. Every Monday morning, his CEO has a managers' meeting .This is what usually occurs: The agenda is circulated the day before which means the managers have little time to prepare.The meeting always starts late as the CEO will wait for latecomers. In fact… 2. CRM Budget: How To Bring Your CRM Project In On-Budget It seems that having a project come in On-Budget is the and holy-grail of project management, especially when it comes to CRM projects. With their 70% failure rate, CRM projects represent a significant risk to a small business' financial health and warrants more 'measure twice, cut once' consideration before beginning. Coming in On-Budget does not mean you managed to squeeze your project into whatever arbitrary budget you came up with when you first started. It also doesn't mean that you started… 3. What is Six Sigma Deployment By Joseph Peterka In the implementation of Six Sigma, an effective infrastructure lays the foundation for success. An effective infrastructure for your Six Sigma or Lean Flow change initiative in an organization requires a clear strategy and comprehensive planning.Strategizing and PlanningThe planning stage of a Six Sigma deployment is where you can gain valuable traction. A critical factor in a successful deployment is the selection and chartering of the project that link to the strategy of their organization.… 4. Cultural Awareness - an HR Perspective By N. A. Johnson The use of cultural awareness training has increased rapidly in the majority of global companies over the last decade.My experience working in global companies in which effective cross-cultural functioning was critical, involved the devotion of considerable time and energies to ensuring that cultural training needs were identified and accommodated as necessary.This commitment to bridging cultural gaps represents a perceptible shift in attitudes amongst British company global thinking. This is … |
||||
