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| The Challenge |
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More than 50% of the typical learning and development budget is wasted each year due to lack of relevance or transferability to employees' jobs. With the threat of increasing economic uncertainty and shrinking profit margins, L&D executives can ill afford the costs associated with delivering training solutions that provide little or no value to their organizations. |
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Employees fail to apply more than 80% of what they learn to their jobs. |
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Only 36% of line managers believe their L&D functions effectively deliver against their employees' most critical development needs. |
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An organization's development environment is the single–most powerful driver of employee commitment,
especially critical in times of organizational change. |
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| The Solution |
| To improve the "learning yield" of limited investments, learning executives are applying exacting standards to their L&D portfolios, investing only in solutions that address business-critical needs and ensuring returns through rigorous follow–through management: |
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Contribute to Individual and Business Performance by Aligning Development with Business Needs: Focusing development exclusively where each employee's greatest development needs intersect with business priorities. |
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Close the Gap Between Learning and Performance by Blending Learning and Work: Deploying innovative techniques for integrating development with job responsibilities |
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Ensure Learning Application by Building Manager Capability: Elevating manager commitment to and effectiveness at driving results against development plans. |
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Create Accountability for Impact: Holding employees and their managers accountable to one another for using what they learn on the job. |
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| Member Impact |
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Get Higher Returns on Your L&D Portfolio: Proven practices for adding and subtracting development opportunities from the portfolio. |
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Build the Business Acumen and Partnering Capabilities of Your Staff: Scalable development tactics for L&D staff focused on how to analyze the development implications of business needs and how to partner and collaborate with the line |
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Save Time with Effective Development Tools: Guides and templates for building and implementing actionable development plans. |
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Drive Manager Commitment: A business case to ensure effective manager participation in development planning and follow-through management.
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| The Challenge |
| After years of concentrating on high-potential employees and senior
leaders, learning executives are now discovering crumbling layers of middle
management talent. Constant organizational delayering has left the roles of
middle managers ambiguous and unappealing. Their ranks are filled with
ambitious, yet frustrated managers who feel unsupported and overworked. |
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The performance of new-to-role middle managers effectively stalls for
12 months, as they move into roles with only indirect control over key
business outcomes. |
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Up to 75% of the workforce is exposed to ineffective, burned-out
middle managers, driving down performance and engagement across
the entire organization. |
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| The Solution |
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Target Critical Skill Gaps—Equipping middle managers with
skills to excel in roles often characterized by unclear objectives
and poorly defined responsibilities. |
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Develop "Emerging" Middle Managers—Focusing development
on the challenges of being a "manager of managers" well in advance
of transitioning into the role. |
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Push Learning Beyond the Classroom—Leveraging middle
managers in the development of their peers and the frontline
managers who report to them. |
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Balance Short-Term Performance and Long-Term
Development—Enabling day-to-day performance while preparing
middle mangers for senior roles
management. |
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| Member Impact |
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Cost-Effective Training Content—Off-the-shelf training content
tailored to the challenges of the middle manager role. |
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Performance-Support Toolkits—Blueprints for designing and
implementing scaleable programs to drive middle manager
performance. |
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Skill Gap Identification Diagnostic—Online tools and resources
for identifying (and closing) gaps in key management competencies. |
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