7 rules to follow when implementing a training and development program. Part II
Last months column initiated a discussion on training and development as one more functional area of HR and as an opportunity to expand an organizations reach and impact by seeking external sources to start or enhance internal training efforts. With the limitless opportunities provided by the Internet as well as an organizations own resources, the possibilities that you as a professional have within your reach are now limited only by your own creativity. This month, we look at where to begin undertaking major initiatives in this state-of-the-art approach to one of the most important aspects of HR and the organizations agenda. Expanding on your training and development outline involves seven simple steps. The goal is to not get complicated.
1. The first rule is to start with the end in mind. Determine where you are today and where you should be in the desired state. Make a list of your current offerings. Include everything orientation, OSHA-mandated programs, everything! Start small with a meaningful timeline for your organization. Then, as you become more confident in your approach, continue to expand your reachone step (and one program) at a time.
2. Look at what you will need to get from here to there. Define the details of successful training in terms of effective business results. Think of your training and development team globallyevery available resource is a potential strategic partner.
3. Look for the low-hanging fruit. Identify where you will be able to quickly demonstrate success with improved performance directly related to a training program. Consider the most effective format, keeping in mind the low cost and fast turnaround that may be available if you are willing to use the Internet (and intranet) for some or all of your program offerings. Eliminate any training where effectiveness cannot be measured. By all means, this is not to suggest the elimination of something as integral as orientation. Instead, use it as an opportunity to determine what an effective program would accomplish.
4. Under-promise and over-deliver. Scan the marketplace for the most effective training for your own environment, keeping your understanding of the ability of your workforce in mind.
5. Network to confirm your preliminary findings while seeing what others are doing. Look at all of your mail to determine who is doing what. Scan the table of contents of professional periodicals (in addition to HRO Today, consider HR Magazine, Training, and HR Executive) as possible sources of vendors and programs. Review your hard-copy junk mail for show and conference information, along with local college and university course offerings. Get on e-mail lists to see what offerings are available over the Internet. Enlist your own team and any others identified as training and development advocates throughout your organization to be on the lookout wherever and whenever a terrific training program appears, regardless of the source. Even television programs feature Tom Peters, Steven Covey, and a variety of other personalities who may be effective for your own organizational needs.
6. Survey your organization. Find out what various managers and employees perceive as important needs for themselves and others in the organization. Include senior management and prowl for sponsors, advocates, potential early adopters, and employees who might serve as subject matter experts, as well as potential nay-sayers.
7. Finalize your approach. When it comes down to the finalists (three is a good number), experience the training for yourself if you havent already. See who you want to facilitate the training modulesconsider the greater impact from internal versus external presenters.
While all this is going on, use whatever you have decided to incorporate as the first steps in the process of building a master training plan.
Next month, I will address the third and last segment on the topic of outsourcing training and development: a training program that all organizations should have without exceptionorientation.
RALEIGH, N.C., Feb. 16 – HR-XML’s upcoming New York meeting, April 11-12, offers HR decision-makers a unique networking opportunity and unparalleled access to essential information on how cutting-edge, standards-based technology is shaping the future of HR solutions.
HR-XML’s meeting is part of NY HR Week, which also includes TecHR World, HRO World, the HRO/FAO Executive Summit, NY/HR Solutions Conference and the HROA Annual Meeting. Six compelling HR events in one location!
The HR-XML meeting includes education and working sessions for a range of HR-XML Consortium projects, including benefits enrollment, assessments, competencies, and indicative data for benefits and payroll outsourcing
LINCOLNSHIRE, Ill.–(BUSINESS WIRE)–Feb. 14, 2005–Hewitt Associates (NYSE:HEW), a global human resources services firm, announced today it will provide human resources services to Marriott International, Inc. (NYSE:MAR). Under a seven-year agreement, Hewitt will provide human resources business process outsourcing (BPO) services, including workforce administration, benefits, compensation, recruiting, domestic relocation, and learning and development services to Marriott’s 133,000 employees
DALLAS, Feb. 14 /PRNewswire-FirstCall/ — Affiliated Computer Services, Inc., (NYSE: ACS – News), a premier provider of business process and information technology outsourcing solutions, announced today that it has been awarded a human resources (HR) business process outsourcing (BPO) contract with Delta Air Lines, the United States’ second-largest airline. The seven-year agreement is valued at $120 million.
Under the terms of the new HR outsourcing agreement, ACS will provide a broad range of human resource functions for Delta, including compensation and benefits administration, relocation services, recruiting, learning, payroll, HR Information Services, and employee call center services for Delta’s North American employees and retirees
Illinois-based health system sees immediate return on investment after deploying GeoLearning’s ASP-hosted learning platform.
WEST DES MOINES, Iowa, February 8, 2005 — GeoLearning, Inc., the leading provider of Managed Learning Services and hosted learning technologies, announced today that SwedishAmerican Health System, a not-for-profit, locally governed health care system headquartered in Rockford, Illinois, has achieved significant cost-savings and return on investment from deploying its ASP-hosted GeoMaestroT learning management system and accompanying learning services
LINCOLNSHIRE, Ill. –(Business Wire)– Feb. 4, 2005 — Hewitt Associates (NYSE: HEW), a global human resources services firm, announced today it has signed a contract with The Thomson Corporation (NYSE: TOC; TSX: TOC), a global integrated information solutions provider, to provide HR business process outsourcing (BPO) services.
Under a five-year agreement, Hewitt will provide certain HR BPO services in the areas of benefits, compensation, payroll, learning and development and recruiting for Thomson’s 28,000 employees in the United States
Comprehensive Offerings Accelerate Revenue Growth and Offer Clients Flexibility and Choice
METHUEN, Mass. (January 31, 2005 ) – – Genesys, a provider of outsourcing services and software for human resources (HR) management, payroll, benefit administration and payments, self-service, learning, and performance management, and William Gallagher Associates (WGA), a leading provider of insurance brokerage, risk management and employee benefit services, today announced a strategic alliance to deliver best-in-class insurance brokerage and human resources outsourcing (HRO) solutions to customers
Fidelity Investments said Thursday that has won an outsourcing contract with BASF Corp. to handle that company’s human resources operations.
The five-year contract would have Fidelity conduct BASF’s payroll operations, health and welfare benefit programs and retirement plans for BASF’s nearly 20,000 U.S. employees and retirees. Financial terms of the contract were not disclosed.
Boston-based Fidelity touted the agreement reinforcing increased interest by major corporations to outsource their human resources operations to a single provider. The transition of BASF’s programs to Fidelity’s is expected to be complete by fall 2005, with most services being activate in early 2006.
BASF Corp., with headquarters in New Jersey, is the American affiliate of BASF AG, Ludwigshafen, Germany. It had sales of approximately $9 billion in 2003.
LINCOLNSHIRE, Ill.–(BUSINESS WIRE)–Jan. 13, 2005–Hewitt Associates (NYSE:HEW), a global human resources services firm, announced today it has signed a 15-year contract with Rockwell Automation (NYSE:ROK) to provide HR business process outsourcing (BPO) services. Rockwell Automation provides industrial automation power, control and information solutions to global 500 corporations.
Under the agreement, Hewitt will provide workforce administration, payroll, health and welfare and defined benefit services to Rockwell Automation’s 15,000 U
Sophisticated recognition programs are no longer just for the big boys.
New Web-based programs now make it simple for any organization to offer the best in rewards, regardless of size.
Recognizing and rewarding employees is an important way to reduce employee disengagement and turnover. Indeed, employee recognition and reward programs have become an increasingly strategic element for many major corporations.
Whether you have 50 employees or 50,000, the rationale behind a meaningful recognition program is clear. Study after study has shown that satisfied employees tend to be more productive and less likely to leave their jobs for other opportunities. Which begs the question, What keeps employees satisfied with their jobs? Equitable wages and a complete benefits package are certainly important factors. But employees also have consistently ranked receiving recognition for their work as one of the top reasons for staying in their present job.
From a company perspective, establishing a good recognition program can go a long way to improving employee morale and performance, which most often leads to improved productivity and improved profits.
Small- to medium-sized enterprises (SMEs) and large organizations alike understand that establishing and maintaining a good recognition and reward strategy takes a lot of planning and implementation. The proper infrastructure to support ongoing recognition programs can be complex and expensive.
But while most large organizations have already established formal recognition programs, SMEs have tended to shy away from the practice. It is simply too costly in terms of infrastructure and manpower to set up and maintain a program with a dedicated staff. Moreover, SMEs simply arent large enough to be cost-effectively served by the leading outsourced recognition providers. With the introduction of Web-based solutions, everything has changed.
The latest trend in the recognition industry is the move towards easy-to-use, self-managed Web-based recognition and reward programs that are enabling large and small organizations alike to optimize their recognition investment simply by connecting their existing infrastructure (such as employee databases) to an online recognition solution provider. By outsourcing to an online recognition solution provider, it is now surprisingly inexpensive to develop and run a highly effective recognition and reward strategy. Thanks to the advances in Web programming and technology, its also conceivable for an SME to have their recognition program, including a customized Web page, up and running within an hour.
When a state-of-the-art Web interface enables you to develop a customized recognition program and Web page (complete with your corporate branding) within a matter of minutes, it is easy to see how online solutions are taking all the grunt work out of the process while providing a host of other benefits.
A clear benefit of the outsourced recognition solution is that one individual within an organization, rather than a dedicated team, can administer the process. But the benefits dont stop there. An integrated Web-based solution can be linked to existing employee data in your organizations database, or in the databases of your payroll provider. By linking the employees hiring date to the recognition program, organizations can ensure that employees are automatically acknowledged for their service. And if your organization also allows managers to reward deserving employees for achievements on a regular basis, a points-based system can be established that will allow employees to accumulate points to purchase the gift items they really want, rather than something their managers have chosen for them.
Another key benefit of an outsourced solution is access to a much wider range of employee rewards. Items ranging from e-cards to golf clubs can be grouped into categories, which enables an organization to control material expenditures while still providing managers and employees latitude in selecting an appropriate reward. And since an external provider runs the program, you avoid the hassle of maintaining an inventory of reward items. Often, items can be shipped within hours of placing the order, making the ordering process painless for both the employee and the administrator.
With any outsourced project, the litmus test in measuring success is how much value it brings to the organization. Outsourced recognition clearly delivers value in terms of maximizing a recognition strategy at minimum cost. In the end, however, the greatest benefit to your organization will be a happy, productive, and loyal workforce that is willing to go the extra mile to support your business.
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