PDF Strategy and Training: Making Skills a Competitive Advantage

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This book provides insight into systematic coaching when cascading a strategy throughout your organization, and explains the benefits of reinforcing strengths, identifying weaknesses, and correcting failures to build competitive advantage. It goes beyond merely explaining training strategy; it provides details on how it relates to skills training and how you can leverage this to implement company goals.

Drawing on real-life client examples and the inspirational stories of highly successful individuals, this book highlights approaches that have transformed organizations and re-invented training.

The future of your organisation depends on a skills investment

It dispels myths that exist around traditional training paradigms and brings to light the effectiveness of new methods and approaches. It also addresses the risk of "unlearning" post-training and issues that arise with maintaining performance evaluation and measuring tangible progress, and provides key questions that are relevant at project and company level, plus practical checklists and summaries complementing each chapter of the book. About The Author. Select Parent Grandparent Teacher Kid at heart. External vendors, consultants: Myriad external learning and development resources are available, some at little or no cost.

Once learning leaders have the right tools, to make the most out of the resources available they can combine, recombine and restructure resources in innovative ways. But, the aforementioned Brandon Hall study reports that strategic leveraging of learning resources must be done consistently. Consider the following seven steps to help develop a strong, actionable organizational learning strategy that will have an impact on the business:. Understand the business: Learning leaders must understand the business, its structure and key processes in the organization.


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They need to know how profits are generated, how front-line employees interact with customers, how teams function in various parts of the organization and more. They also need to build relationships with key leaders and influential employees throughout the company. Finally, they must be conversant in the lexicon of the organization to gain credibility and trust. Its strategies must readily demonstrate how learning and development will help employees accomplish business objectives.

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They determine what can and cannot be done. The key is to be creative. Think about ways to combine and recombine resources to increase capabilities. Supplement steps 1 and 2 — an operational organization assessment — with a training needs analysis.


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To accomplish this, focus on the departments that need the most help to make the company financially successful; identify the mission-critical knowledge and skills that need to be improved to better achieve business objectives; provide specific, tangible, measurable key performance indicators, KPIs, with a process to measure and report results; and provide individual development plans for individuals within targeted departments.

Share identified training needs with department heads to ensure understanding and alignment with their goals and expectations. If the needs are focused on mission-critical competencies that deliver financial results, and the KPIs are in terms the department heads use, support will be readily offered. Comment below, or email editor CLOmedia.

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There are five possible causes for failed alignment and results: Ineffective reporting structures for learning functions: According to the CIPD report, alignment is lower in organizations where learning and development is part of generalist HR activities. Learning resources include: Skilled trainers: Each trainer may have specialized competencies or areas of expertise. Consider the following seven steps to help develop a strong, actionable organizational learning strategy that will have an impact on the business: Understand the business: Learning leaders must understand the business, its structure and key processes in the organization.

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Identify the major concerns for department heads and their employees.