With dynamic change coming to the health care industry, we are looking at redesigning our training road map. How do we keep pace with the changes to make sure our career development programs are touching on the most vital things?
— Staggered, human resource executive, health care consulting, Illinois
Leaders often focus on what’s expedient and a lower upfront money and time investment, as opposed to what method will most effectively address challenging learning problems.
I’m working on a project team to boost how we design, deliver and administer performance-based learning. There doesn’t seem to be an out-of-the-box way to do this for our services organization of 600 people. Strategically speaking, how do we achieve our goal?
— Map But No Direction, Health Care, Jacksonville, Florida
If your goal is to do the minimum but to give your organization defenses in case there’s ever a costly mistake, then here’s a road map to get you started.
Our executives have told us they want everyone here to “think like a leader.” The thrust is to get people to take ownership and hopefully boost engagement/morale and make us generally more productive and a better place to work. We have good leadership programs in place but have never applied a leadership model across the entire organization. Although this sounds like a great idea in theory, how do we put it into practice? Where do we start and what steps do we follow?
— Aiming to Please, distribution, Gaithersburg, Maryland
I am searching for examples of measures that can show the “mission impact” of training for employees that provide administrative support. As an example, if the training is for finance managers at an organization that focuses on biomedical research, what metrics would likely demonstrate how the training received affects the organization’s research?
— Mission Impossible or Not, Raleigh, North Carolina
Our company soon must replace a number of senior-level boomers nearing retirement. How do we develop younger high potentials to take over as senior executives? Does it take a different approach than we used in years past?
— Our Future Is Our Past, senior organizational development officer, financial services, Gaithersburg, Maryland
How do I convince my supervisors why they need to be accountable for employee development? Some of them get it, but others seem to view this as an increased responsibility that belongs to the HR function. What training resources could I use to make the case?
— Not Persuasive, staff coordinator, health care, Colorado Springs, Colorado