Updated: Mar 6
Realizing real value from staff training
As companies resume operations after the lockdowns and disruptions, the future of work will continue to evolve and adjust to the changing realities of a society. As mandates are lifted, many large corporations have said their employees can work from home permanently. Whether it's because of a mandate, or a company realizing the benefits of employees working from home, there still needs to be the same level of productivity no matter where an employee is working. That's easier said than done. A one-size-fits-all approach to team productivity doesn't work anymore. Demands and needs are constantly changing as a result, organizations must adjust the way their staff and teams interact, report, and produce. This means that a modernize approach is necessary. Consider implementing a training process that optimizes your current situation and supports the unexpected dynamics of the future of work.
Pre COVID-19, many organizations operated on a project-by-project basis, post COVID-19 we are seeing a shift to program, shared services and product-based approach across the value chains. The common practice is to assign projects based on the strengths of your team members. You're able to follow up in the timeframe and manner that's best for each employee, which helps avoid bitterness and unspoken resentment. You are in tune with all the nuances that show you're an attentive leader. All of this increase’s workplace productivity. With the shift too product approach we must consider the nuances of every human unique physiology. They think differently, take instruction in the way that works for them, and implement it according to their behaviors. Employees have different learning styles, and that affects performance. Investing the time and energy into understanding your team's makeup and their different productivity styles helps you optimize overall performance. You're able to tailor your leadership approach to what you know will produce the best possible workplace productivity.
With the complexities of programs and projects, the increasing use of virtual teams for our work, and our many stakeholders and challenges, our focus must shift from only considering the triple constraint and customer satisfaction to a view of the business value of our work and its contribution to strategic goals, objectives and realized benefits from its outcomes.
As we continue to focus on deliverables, we must also focus on benefits to all participants, which represent a culture change for many people in different organizations. This emphasis on benefits involves identifying the benefits a program, product, service or project can provide in order to justify it, planning for how the benefits are to be realized successfully, monitoring and tracking the benefits and preparing a benefit report on a regular basis, and closing the program or project once all of the benefits have been attained and can then be transitioned to customers or an ongoing operational unit so they can be sustained.
This will be a new approach for many people to think of the work they are doing in terms of its ultimate benefits. Benefits realization is a positive change but one that needs to be ingrained in each person's work, this is measured by the value you provide to enhance the participant experience and overall profit margins while eliminating and or reduce hidden costs areas.
Our workshops and interactive exercises, enables you to manage and deliver tangible and intangible benefits of programs, services, products and projects. It presents guidelines for use by the portfolio, program, and key decision maker team in terms of strategies for organizational success through effective benefits identification, realization, and management by implementing or enhancing a benefits realization program in the organization and thereby delivering business value.
This Is Engineering
#Why do your staff need training?
All organizations train their people, and most spend significant sums doing so. Yet they generally don’t have any idea whether they’re getting any business value from training. Beyond teaching new employees the specifics of their jobs, most companies train staff in areas such as leadership, communications, performance management, or lean operations. But they typically measure training’s impact by conducting surveys of attendees or counting how many employees’ complete courses rather than by assessing whether those employees learned anything that improved business performance and where it is realized in the operation.
Few companies see sustained benefits from training employees. This approach was acceptable when companies had money to spare. Now, most companies are fighting to survive and grow, this drives the need for highly capable employees.