- 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