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. Taking Care of "Middle Manager Bounce Off" By Peter Hunter How many times have the management consultants been ‘in’ and after leaving, have left little or no trace of their passing?Despite massive investment there is no discernable performance improvement, the retention figures still look as if we are running a call centre and our safety record is second to everyone.Why is it that what seemed a logical and progressive implementation model failed to have any lasting impact on our business?Could it have anything to do with ‘Middle Manager Bounce Off’?‘M… 2. Why Six Sigma Will Work in Service Environments By Peter Peterka Although Six Sigma has its roots in manufacturing, it works just as effectively in service industries. It's no secret that service environments, such as financial organizations, healthcare providers, retail companies, and hospitality organizations have a harder time applying Six Sigma principles. However, the core principles of Six Sigma allow it to cost-effectively translate manufacturing-oriented Six Sigma tools into the service delivery process.Service organizations have different root caus… 3. People Reading in Real Time By Pat Wiklund We've heard the slogans: career success depends on developing relationships, establish rapport with your colleagues. And do it quickly! No longer is it enough to treat our co-workers the way we would like to be treated. Now we are being challenged to employ the Platinum Corollary to the Golden Rule: do unto others the way they would like to be done unto.But how can you do it? How do you quickly size up a new team member, or an internal customer, and then shape your approach to his s… 4. People Literacy People literacy is knowing how to read and understand the behavioral style differences of others. Every Manager has experienced the frustration of not understanding why one management approach that works beautifully with one employee is ineffective with another. That’s because what we think would be motivating isn’t always motivating to someone else.The same principle applies to client and co-worker relationships. We “click” or connect with some individuals and understand each other. But we also… |
||||
