Working out priorities for the coming 12 months can be hard, but to help you, here are some recommendations from us to address the points raised in the article above:
Unfortunately, the experts do not predict a huge rise in training budgets so organisations will need to think about how to continue to develop their people at less expense:
Think about a blended learning approach so that expensive classroom based training is consolidated with e-learning, peer mentoring and coaching. Not only will this increase retention of information but it will also reduce costs and time spent off the job.
2. Do 'just in time' training and development
Sometimes organisations put their employees through training that is not used straight away (presentation skills comes to mind). Training is far more effective if the learning process continues by using the new skills and knowledge 'back on the job'.
Use real work-based projects to coach and mentor others to develop skills and knowledge that deliver real results to the business.
3. Focus on the results rather than the input of time and effort.
This requires getting the right measures in place. Just because someone attends a five day leadership programme does it make them more effective? How do you know?
4. Use social responsibility projects as a tool for learning and development.
Many organisations are working hard at giving something back to their communities; rather than do it in isolation use it as an opportunity to help your employees to learn and develop new skills.
For example, renovating a village hall could become a team building event or a tool to teach good project management skills.
5. Focus on developing first line managers and high potentials.
Unfortunately, when budgets are tight spending has to be prioritised and the Freeman Learning study found that senior leaders were most protective of new manager and high potential programmes.
6. For HR professionals - develop a broader understanding of the business.
To be influential at senior level you need to be able to build a business case that incorporates all strategic aspects including finance and marketing.
7. Think about individual rather than group development.
Large management development programmes can be expensive;a better use of time and budget may be to tailor development activities specifically to the needs of the individual through initiatives like coaching and stretch assignments.
At LCP we can help you with your learning and development plans. For a no obligation discussion contact us at
enquiries@lcp.org.uk or phone 01273 707404
From reviewing the articles and opinions of pioneering thinkers in leadership and management development, we found that there is a general consensus that things will not return to 'business as usual' after the recovery but rather, 'business as unusual'.
