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Archive for November, 2010

RSDR 5: Development 2

By Bryant Nielson, Managing Director On November 30, 2010 NO COMMENTS

As we’ve discussed, development is a primary role for training, but there are ways that HR and training can cross in this important function. We’ve looked at more traditional forms of development, so now let’s examine other development avenues for training and HR.

One of the first avenues for employee development is through career paths and curriculum development. In terms of curriculum, training is usually going to work with managers, supervisors, and the people who do the jobs in order to determine what competencies or skills are included in training programs. This in itself is a form of development, but consider taking it a step further to career paths. The career path is essentially a collection of curricula that make up the most logical steps in an employee’s development. This could mean moving from one position to another within one area of expertise, or taking a logical step into another area. For example, call center employees can logically move into supervisory roles from lower positions, but in some situations they can also move into roles such as analysis or quality assurance. With career paths, HR is the training department’s definite partner. HR can tell you which positions people are moving to and from, as well as how department and division managers envision those career steps. In addition, just as you can give feedback on success in new hire training, HR can provide a profile of who works best when promoted into certain roles. For example, the call center supervisors may be more people oriented, whereas the quality assurance position may require more analytical skill. Career paths that are developed as a partnership with HR will be accurate and will also help increase the credibility of the training program as a whole.

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RSDR 4: Development

By Bryant Nielson, Managing Director On November 23, 2010 NO COMMENTS

The development of human capital is a primary role for training. Development can come in many forms, which we will review. However, we will take a different view on development by determining how we can best leverage HR in this all-important facet of day-to-day business.

First, let’s examine formal training programs, such as classroom, online, and social-media based learning. Depending on your organization and its scope, you may have formal training in place for just about every position. Or, you may have a formal training program that serves as a “funnel” for the rest of the organization. Your formal training program may be a blended approach, where participants attend class and then go to online learning interventions, but it may also use one approach or the other. However your formal training is structured, you can rely on HR to help you evaluate and improve each component. You are probably already evaluating training from the participant and supervisor perspective, but have you ever considered going in tandem with HR to evaluate training?

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RSDR 3: Employee Selection

By Bryant Nielson, Managing Director On November 16, 2010 NO COMMENTS

If your department has been able to assist in recruiting, you may have been able to help bring in a pool of talented job candidates. But when it comes to selection, the major responsibility passes to the hiring manager and HR. How can training participate in this process, even from a less direct perspective?

First, your overall training program should include management training, which, in turn, should include training on the entire hiring process. In some organizations, you’ll find that managers and those wanting to be promoted must take a “core” of courses that teach the hiring process, the management process, such as coaching, corrective action, and performance evaluation, and then leadership. If your organization already does this, take a look at how the hiring training is set up. If not, now might be the time to create a program.

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RSDR 2: Recruiting

By Bryant Nielson, Managing Director On November 9, 2010 NO COMMENTS

An organization’s recruiters perform a vitally important job, especially in this environment. Consider this: with a national unemployment rate near 10 percent, with some states and metro areas even higher, recruiters are most likely fielding hundreds of resumes for one or two positions. Although recruiters’ stock and trade is determining who is the potential “right fit,” it may be easier with so many resumes if they have a highly concrete view of the best job candidates. That’s why it may be just as important for training to get involved in the recruiting process.

First, remember that training has an in-depth view of how people do after they are hired. In some organizations, new hire training may last for weeks, with trainers and facilitators becoming very involved in bringing the new employees up to speed. In this way, training has great knowledge of who succeeds, why they succeed, and how they do it. In some organizations, training departments may already be sharing this

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Recruit, Select, Develop and Retain: A How-to Guide to Corporate Training

By Bryant Nielson, Managing Director On November 2, 2010 NO COMMENTS

The “new” economic environment is calling for all of us to do more with less in the form of resources, both human and financial. As we examine training’s role in HR functions, let’s first take a look at why we would need or want to get involved when we have our own departments to manage. Keep in mind that our discussion is based on the potential for training’s involvement in HR functions, and that we are taking a “voluntary” look at getting involved in those functions. In other words, some organizations may not be the right fit for a training-HR joint venture, so be sure to examine the situation closely before offering your services.

First, as we’ve mentioned, the new economic environment requires everyone to do more with fewer resources. In some industries and organizations, hiring may be moving again, but it may not be a priority in others. On the other hand, some industries with high turnover may have been hiring during the recession and are continuing to hire even during the slow and shaky recovery.

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