- Alan M. Saks, Professor of Organizational Behavior & HR Management, Centre for Industrial Relations & Human Resources, University of Toronto
- Anonymous, former Senior Training Manager, large telecommunications company
- Anonymous, Senior Manager of Talent & Development, large professional services firm
- Anonymous, Senior Director, HR & Executive Coach
- Colleen Philabaum, Director of Learning & Development, Worthington Industries
- Dr. Karie Willyerd, Head of Global Customer Education & Learning, SAP and Co-Author of Stretch: How to Future-Proof Yourself for Tomorrow’s Workplace
- Gerard Camacho, Director of Career Development, Parkland Health & Hospital System
- Julie Winkle Giulioni, Consultant, Speaker, and Co-Author of Help Them Grow or Watch Them Go
- Laura Hastings, VP Human Resources & Organizational Development, Rhapsody International Inc.
- Luis Alberola, Talent Strategy & Innovation, Owner, LA Consulting
- Margo Murray, President & Chief Operating Officer, MMHA
- Michelle Ockers, Independent Learning & Development Consultant
- There is a growing gap between the competencies organizations have been focused on developing and what is needed in the future.
- Employees have been left to drive their own development with little direction or support and without the alignment of development to organizational needs.
- The pace of change in today’s environment demands new competencies while making others obsolete, and IT is challenged with keeping up with upskilling employees.
- Organizations position development as employee-owned, yet employees still feel like their needs aren’t being met, and many leave as a result.
- Development needs to be employee-owned and manager-supported but also organization-informed to ensure that it meets the organization’s needs.
- Today, operating environments change quickly, and organizations need to develop the competencies employees need both today and in the future.
Impact and Result
- Design employee development plans that build the competencies the organization and IT department need both today and in the future.
- Equip managers and build program support to foster continuous learning and development.
- Connect the right development opportunity to the right employee through an effective development planning process.
This guided implementation is a six call advisory process.
Guided Implementation #1 - Assess employees’ development needs
Call #1 - Discuss competencies.
Call #2 - Discuss having career path conversations.
Guided Implementation #2 - Select activities for developing prioritized competencies
Call #1 - Discuss potential development activities.
Call #2 - Review development activities you have determined appropriate for developing prioritized competencies.
Guided Implementation #3 - Build manager coaching skills to support employee development
Call #1 - Discuss accountabilities.
Call #2 - Discuss coaching skills.
After each Info-Tech experience, we ask our members to quantify the real time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this Blueprint, and what our clients have to say.