Leadership
TRAINING YOUR
BY GERWYN HARKETT
To grow an organisation, internal development needs must be addressed through continual application of workforce investment; this means training and nurturing. The following paragraphs will present a conceptualised training development system through an organizational approach, which will measure training outcomes to operational effectiveness.
Training must not be thought of in isolation but wholly integrated within an organizational sustainment and growth plan. This will include identifying future leaders and managers by establishing a deliberate pathway for development.
There are a number of personality assessments that will recognise strengths, potential and limitations, which can lay the foundations for personal training plans; both learning and leadership style questionnaires will also compliment this profile by development of self-awareness to prepare the candidate for the event. These results measured within a competency framework will set a pathway template for the design of a leadership and management programme that will benefit the individual and organization alike.
What are the long term development approaches that can be taken? How do you realise the need and what are the benefits? A methodology to ensure a holistic approach, which will focus on maximum return of investment, can establish a formula to future success.
Similar to a number of systematic training models, this organizational process has key stages to assess effectiveness and whilst appearing linear in application, continually regenerates a process whereby training application is driven by operational demand.
Analyse future requirements: This will identify where the organization aims to be in the near future and what the major performance areas are to improve success. The type of business will guide the analysis; however some areas could include future technology requirements, future trends through market analysis and forecast of costs. A scoping report will outline key target areas and opportunities to explore.
Compare to current operations: Consider how the organization currently operates and identify the gaps in comparison to the future requirements analysis. Where will the organization need to grow and what are the business areas that will depend on the professional leadership and management investment. Feasible options presented within a decision matrix will identify the most conceivable approach.
Develop new skills: Design a training programme that will meet the requirements of the organization’s competency framework and address any individual training needs. The programme would be expected to be delivered through formal tutor lead delivery; theorising leadership and management skills supported by assignment based assessments. This method will evoke critical thinking, encourage development of innovative planning and group cohesion to build confidence and set realistic challenges.
Action new skills: Providing the opportunity for the workplace application of the newly taught skills within the organization’s environment will be a key stage indicator of early assessment of team and individual progress. Working on real-time departmental requirements will build on the formal learning phase through the implementation of problem solving, making decisions, improving communication skills and embracing delegation.
34 | TRAINING MAGAZINE MIDDLE EAST MARCH 2015
LEADERS