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Archive for December, 2010

Happy New Year! Welcome 2011

By Bryant Nielson, Managing Director On December 31, 2010 NO COMMENTS


Training Vision 2: Industry Strategies and Trends

By Bryant Nielson, Managing Director On December 21, 2010 NO COMMENTS

Summary: As you plan your vision and strategy for 2011, it’s important to take a look at your industry in general. Let’s discuss why and how.

As training professionals, we have to remember that our industry covers not only the industry of our firm but also the industry related to training and development. And both of these areas can have an impact on your strategy for the upcoming year. The second step in planning your training vision and strategy for 2011 is to look at both areas in terms of trends and changes.

On the industry and organizational level, you may wonder why it’s necessary to look at trends when your organization’s executives may make decisions based on those trends.

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Happy Holidays

By Bryant Nielson, Managing Director On December 21, 2010 NO COMMENTS


Creating Your Training Vision 2011: Organizational Strategy

By Bryant Nielson, Managing Director On December 15, 2010 NO COMMENTS

As we move toward a new year, you will probably begin thinking about what you need to accomplish next year. But this list should be more than a set of objectives or goals – your plans for the upcoming year should take the form of a vision and strategy that can help your organization meet its goals. In order to do this, there are a few steps you should take during your planning process. The first step is to look at the organization as a whole and determine what the strategy will be for 2011.

As the economy emerges from recession, organizations are still slow to spend money or expand out of fear of the dreaded “double-dip.” Because of this, it is even more important that you start your strategy plans with the overall strategy of your organization. This may seem like a great undertaking, but if you approach it systematically it is manageable. First, determine who the strategic layers are or are going to be for the upcoming year.

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RSDR 7: Leadership Retention

By Bryant Nielson, Managing Director On December 13, 2010 NO COMMENTS

Retention can be a difficult task for employees at any level, but retention at leadership levels can be more difficult. As employees develop their leadership styles and abilities, new doors may begin to open for them. Through networks and industry knowledge, high professional and high potential leaders have knowledge of positions that the generally public may not have. For these reasons, it is necessary for us to take a closer look at the training role in retaining leaders.

One of the first points in leadership retention is similar to our first point in general retention: ensure that new managers and supervisors have all of the tools they need to be successful. Your best subject matter expert, aside from managers and supervisors themselves, may be human resources. For example, many organizations create a course package that includes HR law and policies, the hiring process, the corrective action process, and the HR documentation process. After supervisors move through this package, they can move on to deeper management and leadership instruction.

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RSDR 6: General Retention

By Bryant Nielson, Managing Director On December 6, 2010 NO COMMENTS

In terms of retention, HR and training can work both together and separately to ensure that the talent acquisition cycle does not have to run repeatedly for the same groups or positions. In general, retention from the training perspective involves fine-tuning and monitoring all programs, as well as using those training programs as a potential source of advertising for retention. Let’s take a look at how the training department can assist HR with employee retention.

One of the first items to look at in regard to general retention is new hire training. Obviously evaluation of new hire training should be a continuous operation for the training department, but don’t forget to evaluate the managers who supervise new hires. You should certainly evaluate new hire performance via their supervisors, but be sure to examine the program itself from the managers’ perspectives. In other words, ensure that new hire training is what the managers need.

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