Dear Friends,
In today’s skills - constrained work place learning & development program is not just an activity to improve productivity and reduce rejections. When it is understood correctly and managed religiously, it can be one of the most important sources of competitive advantage. It is your entire learning strategy which is sometimes more complex than mere training. For making managers good to great, it is a combination of training, performance support and coaching. Knowledge sharing and building culture of learning through training and development should be the net out come.
Organizations should not only understand the basics of training & development. It has to be integrated with talent practices to create a culture of learning. It can be perhaps the most important asset an organization can build.
It is not like that the organizations having no formal training at all, learning and development does not happen there. In such organizations managers and subordinates tend to train each other and make efforts to do their jobs more effectively. But for competitive advantage it is not sufficient. Presence of professional training for capability building of resources has to be there.
Capability development of employees will be an important challenge for organizations in times to come. To build capability, training strategy has to be heavily focused on deep expertise development, collaboration, knowledge sharing and continuous reinforcement of expertise. It also includes creating a culture which is open to mistakes, creating a value system around learning, building trust and giving employees time to reflect.
Competitive advantage through learning and development can be achieved by developing practices that precede employment and extend beyond termination. Common training pitfalls can be avoided by developing programs incorporating overall business strategy and co-coordinating their activities with other HR practices.
No matter how great your training activity looks on paper, the implementation is what really counts. A simple well designed and well implemented thoroughly focused program will beat out magnified but poorly implemented program.
Experts on learning and development like Sudeepto Mukherjee, Padmaja Sn, Jacob Mathew, Sreenidhi S.K., K.S.Ahluwalia, Brig. (Retd) Sushil Bhasin, Amarnath Rao, Rohit Rajput, B.S. Dagar speak in June cover feature finding out ways and means how it brings significant returns and become a key driver of competitive advantage.
regds.
Anil Kaushik
Chief Editor,Business Manager-HR magazine
B-138, Ambedkar Nagar, Alwar-301001 (Raj.)
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In today’s skills - constrained work place learning & development program is not just an activity to improve productivity and reduce rejections. When it is understood correctly and managed religiously, it can be one of the most important sources of competitive advantage. It is your entire learning strategy which is sometimes more complex than mere training. For making managers good to great, it is a combination of training, performance support and coaching. Knowledge sharing and building culture of learning through training and development should be the net out come.
Organizations should not only understand the basics of training & development. It has to be integrated with talent practices to create a culture of learning. It can be perhaps the most important asset an organization can build.
It is not like that the organizations having no formal training at all, learning and development does not happen there. In such organizations managers and subordinates tend to train each other and make efforts to do their jobs more effectively. But for competitive advantage it is not sufficient. Presence of professional training for capability building of resources has to be there.
Capability development of employees will be an important challenge for organizations in times to come. To build capability, training strategy has to be heavily focused on deep expertise development, collaboration, knowledge sharing and continuous reinforcement of expertise. It also includes creating a culture which is open to mistakes, creating a value system around learning, building trust and giving employees time to reflect.
Competitive advantage through learning and development can be achieved by developing practices that precede employment and extend beyond termination. Common training pitfalls can be avoided by developing programs incorporating overall business strategy and co-coordinating their activities with other HR practices.
No matter how great your training activity looks on paper, the implementation is what really counts. A simple well designed and well implemented thoroughly focused program will beat out magnified but poorly implemented program.
Experts on learning and development like Sudeepto Mukherjee, Padmaja Sn, Jacob Mathew, Sreenidhi S.K., K.S.Ahluwalia, Brig. (Retd) Sushil Bhasin, Amarnath Rao, Rohit Rajput, B.S. Dagar speak in June cover feature finding out ways and means how it brings significant returns and become a key driver of competitive advantage.
regds.
Anil Kaushik
Chief Editor,Business Manager-HR magazine
B-138, Ambedkar Nagar, Alwar-301001 (Raj.)
[Login to view]
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