There
are an increasing number of executives who are coming around to the belief that
training “done right” is a powerful competitive advantage. It has even been
termed the “secret ingredient” to staying ahead of the competition and winning
the war for talent.
While
still rightfully demanding a solid business case and ROI for training, they now
more intrinsically understand that well-trained employees who know they are
valued will be more engaged in their work and more valuable to the
corporation. The engaged employee has
opportunities to grow and returns the investment made in continuous learning on
their behalf with their commitment, loyalty and discretionary effort.
Situational leadership training professionals have claimed all along that relevant,
effective action-learning (when combined with proven assessment, performance
coaching and measurement methodologies) has a significant impact on an
organization’s long-term health and short-term success. What is new is the
appreciation of the decision makers and purse-string holders. This is great
news for those of us in the business of learning and development.
But
it means that we must be all the more demanding of ourselves in assuring that
training is properly and appropriately aligned to move an important business
metric that makes a difference.
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