For my first article I thought I would start at the beginning and explain why I started my company and what I wanted to improve within employee development areas.
I looked back on the training I have had in my career to-date and there were many things I would have changed. Whist I took some good ideas and was able to put some of these into practice, there was a lot that I was not able to use due to either not being relevant to the company I was working for or job role I was in. Also there was little time to review these outcomes with a manager following the training, so I was sometimes left feeling that the training was just a tick box exercise and not a true investment in me as an individual. Also I realise that part of a management role is development of their team and some places do this really well and have some inspirational managers. In some companies this is expected of managers but not happening due to many factors and this is where support is required. Employee development needs a structured and consistent approach to motivate and inspire employees to improve and affect results.
With many companies, even large ones having limited resources for employee development, it is likely that this approach will continue, which is why I wanted to make sure the planning and delivery I am offering was going to be different and ensure that companies can maximise the results within their own budget.
I started Talent Development Consultancy to provide the resource and expertise in the area of employee development at a time that’s appropriate to a company; to identify the “real learning agenda” (what’s real to the individuals and the organisation); to support managers and individuals realise their learning outcomes; and more appropriately utilise the budget for employee development to get the best results.
The delivery style we use is coaching based, allowing a flexible framework to individual needs in terms of existing levels of experience, aptitude and style. Behaviours as a theme also runs through all of the work we do, helping individuals to realise their full potential with more productive behaviours. This is a longer term strategy as new members to the team will be immediately aware of a positive approach and can do attitudes.
I am looking to move away from the traditional model and focus as much on what the company requires and also who is on the development sessions – what do they do? What part do they play? How can they improve? Our programmes use our expertise to encompass individual and group learning while reviewing progress and impact within the business. Our programmes evolve and are based around a plan however we move with the company throughout the cycle constantly making sure each session delivered is in real time relevance to the company and individuals taking part.
This coaching style creates and fosters a coaching culture whereby peers are able to support one another, as well as managers adopting this approach with their staff to create a more empowered workforce.
From a cost point of view it’s important to point out that for a company it’s not about spending more, it’s about utilising what it has to its full potential and making sure that it’s an investment in the future. Let’s not forget that the cost of not doing it or doing it badly can outweigh the outgoing expense, for example lack of employee engagement and/ or performance can lead to poor service or efficiency and high staff turnover.
Whatever your budget for employee development results can be gained if the programme is planned and delivered in such a way making sure that the organisation and the individuals taking part are at the centre of the plan.
I would welcome your thoughts on experiences of both good and bad training and personal development.
