(You can read and print out the article that forms Part 1 of this series, at the following link AN IDEAL STRIVING ORGANIZATION

In Part 1, I described five Strategic Challenges that a HALO ( a higher performing, agile, learning organization) must strive to meet. Improvements in each Challenge depend on people and people need training and coaching to increase their individual contributions to the overall success of the organization.

This article suggests a model to help in choosing training programs effectively. The model presents guidelines to ensure that training leads to improvements toward becoming a HALO. It helps answer questions regarding training, specifically, what has to be learned, by whom, when and why.

Introduction

Some organizations predetermine training needs without verifying whether the training will improve the organization’s capabilities where most needed. This can arise when training programs are selected based on habit or personal affinity for certain programs or training providers.

Others ask employees what training they think they need. This is important for individual development, but the employee’s view of what is good for him/her may not address the overall needs or objectives of the organization. Also, managers may define training programs for their divisions based on their perception, again without confirmation or reference to the organization as a whole.

The most enlightened organizations try to determine their organizational strengths and weakness before defining and prioritizing training needs.

I believe that the most effective way to do so is to survey periodically the opinions and perceptions of the stakeholders of the organization (managers, employees, customers and suppliers). From information gathered in the survey, and by comparing the views of stakeholders, we can identify organization strengths and weaknesses and plan a far more cost-effective and beneficial training program.

This inquiry or survey has two valuable side benefits. First, the very act of workforce participation in rating current organization practices stimulates their interest in improvements. The inquiry can serve as a galvanizing event, an excellent way for introducing the organization members to strive to become a higher-performing, agile, learning organization. Secondly, customers and other stakeholders (suppliers, etc.) are informed that the company is undertaking efforts to better serve them. The inquiry serves as an all-round positive public relations undertaking.

Essential Capabilities

We have developed a model based on the five Strategic Challenges described in Part 1 to focus such an inquiry.

Each of these Challenges depends on three Essential Capabilities for success. In turn, each Capability is measured by customized questions asked of employees, managers and external respondents. Table 1 describes and defines these Strategic Challenges and Essential Capabilities.

TABLE 1

 

By comparing the responses of each stakeholder category and subgroups, and by noting agreements and disagreements, we can identify possible organization weaknesses. Managers who know the organization intimately should concur and participate in voicing their thoughts as to the causes of such weaknesses. Then programs should be identified and plans established that will effect corrections.

Alignment of Training Needs

To determine who needs the training, in what sequence and according to what priority, a further set of questions need answers, namely:

• is the weakness organization wide or restricted to a division or function, e.g. sales service, effective use of information technology?
  
• is there a systematic way to record discussions between supervisors and employees regarding individual needs?
  
• does the organization have a competency model with which individual training needs can be identified?
  
• does the competency model link individual needs to division or organization needs to develop core competencies (see my article FIVE CORE COMPETENCIES).

I should define what I mean by individual skills and competencies.

Many authors refer to organization capabilities as core competencies. However, I prefer to use the term "individual competence" in reference to a characteristic of an employee. Skills are concrete attributes of individuals, such as skill in information technology or maintenance mechanics. Competencies are more abstract, such as competence in leadership, in problem solving or in interpersonal relations. The competitive need for knowledge workers in today’s environment makes both kinds of individual training mandatory.

There are two ways to approach defining training needs.

1. TOP- DOWN ALIGNMENT
   
   • The leadership chooses the Strategic Challenge(s) for the organization to pursue.
     
   • Each Challenge is presented in terms of building the 3 Essential Capabilities.
     
   • Each Capability is further described and detailed by the organization practices that it requires.
     
   • Each practice depends upon the skills and competencies of the individuals involved (workers and management).
     
     
2. BOTTOM-UP ALIGNMENT

• Individual skills and competencies lead to effective individual performance.
  
• Effective performance of individuals leads to better organization practices when aligned with its strategic direction.
  
• Better organization practices lead to stronger Essential Capabilities.
  
• Stronger Essential Capabilities lead toward attaining selected Strategic Challenges, which, in turn, help toward becoming a HALO.

The second approach is based on an analysis of the strengths and weakness of individuals and is derived from the judgement of supervisors reinforced through discussions with each employee.

These two approaches must be aligned. Specifically, training programs to correct organization weaknesses need to be identified, decisions as to who should benefit from the training made and the sequence of implementation established.

Mobilization for Action

While management has had the opportunity to understand the results of the survey and has come to certain initial conclusions, further refinements could be useful. In this regard the following is proposed.

1. DIALOGUE AT ALL LEVELS AND FUNCTIONS.
   

Discussions of the feedback reports should not be limited to within the leadership group.

Inter-functional task forces may wish to focus on specific capabilities or competencies deemed weak. Work groups may be interested in discussing the comparison of their perspectives with those of other employee groups as well as that of the management group within the organization

2. OPEN INFORMATION

All the reports should be available to anyone who wishes to study them in detail. In actuality people consult those reports that particularly pertain to their work interests.

The feedback should be presented in modular reports that are easy to assemble and reassemble by different emphases and include one highlights report.

3. COLLABORATION IN THE PLANNING PHASE

The employees should not only be the recipients of training they should be contributors to the final plans for what is to be learnt. Some organizations create a joint steering committee composed of representatives from various levels and functions to facilitate the implementation of training. This committee ensures that the training is properly transferred to the work place and impacts on the organization practices and capabilities.

Management should now be able to decide on the training programs that are needed to effect improvements and which employees should participate. As well, according to the need, the sequence of implementation can also be established.

Post Training Inquiry

Good management should want to measure whether the training has been successful and whether the organization has advanced toward becoming a HALO. A post-training inquiry of stakeholders, using the same instruments and methodology can enable the organization to measure and monitor its progress. Such reviews can ensure that any deficiencies in the first set of training programs can be pinpointed and acted upon. In addition, such an inquiry can also point out areas that can form the next stage of improvements.

We have now closed the circle or embarked on an upward spiral which starts us down the road to continuous renewal. This process I have named AIM in the first article of this series, which stands for Action, Inquiry, Mobilization.