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Customer xxx Thoughts on putting a Development Framework into place. Now runs a Training, Coaching and Consulting Company. “Creative Communications Skills”. ABOUT. Mike Collins. Email: [email protected] Tel: 087 6088062. Focused on People Performance Systems. Background in

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Customer xxx Thoughts on putting a Development Framework into place.

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Customer xxx thoughts on putting a development framework into place l.jpg

Customer xxxThoughts on putting a Development Framework into place.

© Michael J. Collins 2005


About l.jpg

Now runs a

Training, Coaching and Consulting Company

“Creative

Communications Skills”

ABOUT...

Mike Collins

Email: [email protected]

Tel: 087 6088062

Focused on

People Performance Systems

Background in

Electronic Engineering/Information Technology and has a Masters Degree in Human Resource Development

  • Has put Training/Development and Career Development Systems into the following companies:

  • Glaxosmithkline

  • General Semiconductor

  • Volex Europe

  • Bourns Electronics

  • Concurrent Computer Systems

  • IBM/Sequent Computer Systems Europe

  • Has carried out Training/Coaching

  • work with the following

  • Janssen Pharmaceutical

  • Glaxosmithkline

  • Eli Lilly

  • And many more

© Michael J. Collins 2005


Training and development l.jpg

The remainder of this presentation focuses on Employee Development

Training and Development

Whereas “TRAINING” is relatively straightforward to quantify and approach (e.g. competency frameworks against SOPs)…..

Career Development

The individuals perspective on role choices (Based on motivation and rewards) and preparation for same.

Employee Development

The organisations perspective on providing learning experiences in the workplace to build up organisational capability for continuing business improvement

“DEVELOPMENT” is a more nebulous concept that can mean different things to different people...

© Michael J. Collins 2005


The difference between training and development l.jpg

+

Performance

Excellence

Development towards

Performance Excellence

- Driven by the Individual

- Focus on Capability

- Supported by the Company

0

Competence

Training towards

Competency

- Driven by the company

- Focus on Competency

- Supported by the Individual

-

Not Yet

Competent

The Difference Between Training and Development

The following pages

give an approach to

putting a Development

Framework into place….

Company xxx

is already doing an

Excellent Job in

this Area

A Development Framework Builds Individual CAPABILITIES in the Workplace

© Michael J. Collins 2005


Steps to putting a development framework into place l.jpg

Steps To Putting a Development Framework into place

A Development Framework Needs to be:

1. Strongly and obviously linked to existing Systems and Needs at the Company

2. Offer multiple solutions/tools for typical individual and team learning challenges

3. Visible and available to all employees in an obvious and accessible manner

4. Measurable in both a quantitative and qualitative manner.

5. Sponsored in a proactive manner by site leadership.

See over for more….

© Michael J. Collins 2005


1 strongly and obviously linked to existing systems and needs at the company l.jpg

1. Strongly and obviously linked to existing Systems and Needs at the Company

  • I notice that there is already an “Employee Performance Review” Process at the company

  • In this process - there is a section for “developmental needs”

  • This section refers to “Capabilities that Lead to Results”

  • These capabilities are described and the manager is asked to consider which are relevant for the employee concerned

This is an example of a critical kicking off point for a development framework - any framework must focus on enhancing these capabilities in a practical manner….

© Michael J. Collins 2005


Capabilities that lead to results l.jpg

Implementation Skills

Planning and Organising

+

Performance

Excellence

Self-Management

Takes Personal Ownership

Problem-Solving

Leadership

Customer Focus

Results Orientation

Builds Relationships

Dependability

Teamwork/ Interpersonal

Communication

Thinking/ Decision-Making

Initative

0

Responsibility

Knowledge -

Business and

Technical

Competence

Job Knowledge

Accuracy and Thoroughness

Safety

-

Output

Not Yet

Competent

“Capabilities that Lead to Results”

Most of these “capabilities” are in the development section of the model

© Michael J. Collins 2005


2 offer multiple solutions tools for typical individual and team learning challenges l.jpg

2. Offer multiple solutions/tools for typical individual and team learning challenges

  • The following matrix represents a listing of multi-solutions that can be built up OVER TIME (remember, it is important to think like a gardener rather than a mechanic when dealing with development) and which correspond to each of the capabilities

© Michael J. Collins 2005


3 visible and available to all employees in an obvious and accessible manner l.jpg

3. Visible and available to all employees in an obvious and accessible manner

  • An easy-to-use “Training and Development” Intranet model is an example of how employees can quickly and easily view development activities appropriate to themselves and access to same

© Michael J. Collins 2005


4 measurable in both a quantitative and qualitative manner l.jpg

4. Measurable in both a quantitative and qualitative manner.

  • “Return on investment” (ROI) measurement is critical to establish and maintain the merits of a development system

  • However, when it comes to development activities - the quantitative elements can be measured in the short term (e.g. monthly) but the qualitative elements (behavioural outcomes) are more visible after 6 - 12 months

  • There are many measurement metrics and systems - the right mix needs to be constructed to suit the local company environment

© Michael J. Collins 2005


5 sponsored in a proactive manner by site leadership l.jpg

5. Sponsored in a proactive manner by site leadership.

  • This aspect is often the hardest to quantify when implementing a development system

  • It comes down to identifying “key advocates” within site leadership and ….

  • …getting them to be VERY visible in the launch and ongoing sponsorship of such a programme

  • There are many ways of going about this - the right strategy needs to be constructed to suit the local company environment

© Michael J. Collins 2005


Summary sample steps to putting a development framework into place l.jpg

Use output of development sections of reviews to feed development section of Training Plan

Put together on-line publicity system for all employees and off-line brochure as necessary

Develop a Matrix of Capabilities vs. Development Solutions

Have all in place for next performance review

Contract for priority Development Solutions

Training Workshops

Add to Development solutions over time...

1:1 Coaching

Computer-based Training

Report and measure on effectiveness of development activities

360 degree instruments

Other self-paced materials

Longer term behavioural outcomes

Metrics each month

Books

SUMMARY - Sample steps to Putting a Development Framework into Place

Take “Capabilities that Lead to results” as key focus for Developmental Activities

© Michael J. Collins 2005


Contact mike collins at l.jpg

Contact Mike Collins at

087 6088062

021 4979895

[email protected]

For further details

© Michael J. Collins 2005


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