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When Your Training Programs are Not Excelling – Part V

The Action Plan

Please read Part 1, Part 2, Part 3, and Part 4 of this article.

Based on the information gathered both via surveys and interviews, as well as in casual conversations, the following was decided as a course of action:

Training Programs

Individual contributor/staff level: Given the desire to enable for more leadership at the individual contributor levels and the long term goal of “flattening” the organization, the following programs would be a focus for training across all departments:

  • Project management
  • Problem solving and decision making
  • Time management
  • Supporting and championing change

Management level (below senior leadership): At the management level, the focus would be on providing management employees what they needed in order to be successful in growing in their roles and leading change for the organization to meet its strategy.  The following programs would be a focus for training for management-level employees:

  • Delegating effectively
  • Performance feedback/management
  • Leading change initiatives

A variety of options would be provided for training including a combination of virtual as well as face-to-face and e-learning modules to enforce training and continued learning back on the job.

Mentoring Program

There was some great talent throughout the organization – but, unfortunately, knowledge was not shared. A formalized mentoring program would be developed to enable benefits to both the organization and to individuals. Through mentoring, individuals would be provided a variety of learning and professional and personal growth opportunities. The mentoring program would enable individuals from all levels to share knowledge with others.

On-the-Job Learning Opportunities

Certainly training is not sufficient to increase skills and knowledge of individuals. The mentoring program helps, but having access to a variety of on-the-job learning opportunities enables for individuals to continue to apply what they have learned and to continue to grow and thrive within the organization. To that end, individuals would be provided opportunities to take on increasing responsibility through participating, and in some cases leading, any number of strategic and operational projects within the organization. This enables individuals to apply their skills, knowledge and expertise in any number of areas and to support the organization’s strategic plan by working on key initiatives. A diversity of individuals working on such initiatives would lead to better outcomes for the organization and/or individual departments.

Ongoing Working Groups

Management-level: Management level staff, from across the organization, would work on determining initiatives to be launched as well as workforce planning needs based on the overarching strategy of the organization.

Senior leadership: At the senior leadership level, the focus would be on restructuring the organization to flatten it and remove some of the hierarchical structure (“red tape”) that was slowing down the organization. Progress here is expected to be slowed in order to enable for adoption from throughout the organization and to reduce risks. Once a plan was pulled together, it would be used to determine processes and procedures that needed to change, as well as leadership necessary, to enable for a flatter organization.

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