Creating Your Training Vision 2011: Organizational Strategy
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. (more…)
Training in a Turbulent Economy
With 2009 promising to be another economic trial, organizations are again looking for ways to streamline staffs and cut budgets while adjusting to new levels of productivity and progress. In addition, whether we like it or not, training is sometimes the first function to fall under scrutiny. We’ve talked about how to prove the training organization’s worth, but how can training function positively in a turbulent economy? Is there a way to use the economy to propel training and impact corporate success? In simple terms, yes, training can be a positive function in the turbulence and here are four ways to do it.
First, look at staffing and budgets across the organization. Most likely, there is less of both people and money everywhere you look. How can you propel training in that environment? Create training that creates cross-function. Many times training is geared toward one job or job group, with mobility only occurring within those groups. If you look at the overall picture of interconnectivity between organizational functions, you can determine which groups have the skills and knowledge to move into other areas, or at least take functions in those areas. When you revamp your training curricula, you can integrate these cross-functions and essentially create an “advertisement” for how associates can be utilized 100%. As associates are trained to take on multiple functions in multiple areas, they are creating a streamlined operation that will emerge from financial troubles in a better position – permanently. This new position can only create organizational success, especially when most organizations are trying to figure out how to move forward.
