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. Business Management - Be Aware Of Fear And-Greed By Hans Bool This is probably such a day as many others. Business as usual. Nothing wrong, no alerts, you loose some, you win some. You go with the flow and let your profits grow.... Do not think that this jargon is for investment managers only; business management and investment management is not that different.When you are in the business arena you know that you have to follow the market. You watch the competition, you check the trends and you respond to other incidents that you are involved in. Until th… 2. Keep Your Good Workers by Building Good Leaders By Marcia Zidle A recent report from the American Hospital Association’s Commission on the Workforce asked healthcare workers key questions about the performance of their front line managers. The study concluded that an employee’s decision to stay with or leave an organization is primarily based on his or her relationship with an immediate supervisor. No matter what industry or setting or company size, effective leaders: Possess personal integrity. Can easily adapt to change. Work to build the talent of o… 3. Demise of the Lone Ranger Manager: A Lesson in Management Communication Style By Azriel Winnett When executives see themselves as solely responsible for the overall success of their enterprise, subordinates can hardly be blamed for acting according to predictions.Let's look at a familiar scene in classical American - if I may use the word - mythology.Panic and terror have brought all normal activity to a standstill in some pioneering settlement in the Wild West. A bunch of bad guys have been scaring the pants off the innocent, helpless and disorganized townsfolk.Then an imposing mask… 4. Employee Communication Surveys: Seven Tips For Successful Design and Implementation Organization Communication Problems? So, your organization is suffering from poor communication practices. John complains that his boss never tells him anything. Sally is expected to come up with sales targets without being briefed on this year's company strategy. Where do you start in improving ineffective communication between people? A good first step in fixing communication problems in any organization is to survey employees. Even if there are no obvious problems, surveys can help get an org… |
||||
