This document discusses cross-training in organizations. It describes cross-training as providing employees training or experience in different areas of a company to gain new skills, promote information sharing, and allow companies to continue operating if an employee is absent. The benefits of cross-training include improved communication, collaboration, and filling skills gaps. Effective cross-training programs involve hands-on learning, identify strong teachers as trainers, and align with a company's culture and goals. The goal of cross-training should be clear, such as skills development that matches a company or career objective.
In a Dynamic environment, human resources are
one of the important sources of the organizational
Enlargement which also helps to take fighting edge. Human
resource system contributes towards the empirical
enlargement through facilitating the change & by
developing the competencies of the employees. Talent
Management is the key for improved business performance
& for the empirical enlargement of an organization. The
linkage between talent management and Empirical
Enlargement will help to attain higher organizational
performance. Many studies have been conducted regarding
how companies can gain a empirical fierce edge through
their human resources & proper knack management.
Having talented employees helps the firms drive and boost
for organizational success. knack management is of strategic
importance & by developing the talent, organizations may
develop strong leadership teams which will help to take
fierce edge and that will enable the organization to achieve
its goals & organizationalsuccess.
The document discusses how talent management is changing and the future of talent management. Key points include:
1) Organizational structures are shifting from traditional top-down hierarchies to more collaborative and flexible structures. Automated technology will play a crucial role in talent management.
2) Talent acquisition, learning, performance management, succession planning, and employee engagement are all changing. Tools are focusing more on continuous feedback, just-in-time learning, and predictive analytics.
3) With these changes, the role of managers can shift to having more meaningful conversations about employees' roles, development, and career growth. When supported by technology, this enhances employee engagement and business success.
2015 talent mobility research report printPeggy Epstein
The document summarizes the key findings of a study on talent mobility conducted by Lee Hecht Harrison. It found that most companies recognize the importance of talent mobility but are failing to implement effective talent management strategies. Specifically, companies struggle to understand, develop, and deploy their talent. While companies aim to hire internally and inform employees of opportunities, gaps remain in developing manager and employee skills, supporting career development and internal mobility. The report provides recommendations for improving talent mobility, such as assigning leadership responsibility, addressing manager mindsets, and supporting employee networking and development.
The document is a project report submitted to the Indian Institute of Planning and Management on talent management at IBM. It includes an abstract that discusses the importance of talent management for organizations in today's competitive environment. It outlines the objectives of studying talent management's impact on organizational productivity at IBM. The report contains sections on IBM's company profile, the research methodology used including primary and secondary data collection, a literature review on talent management, and a questionnaire used in the study. The findings from the questionnaire indicate that talent management increased productivity at IBM through job alignment, talent identification and development. Effective talent management practices like rewards, training and performance appraisal ensured IBM had a skilled, motivated workforce. Challenges in implementing talent management related to job alignment
The document summarizes recent trends in human resource management post-pandemic, as presented by a study group from Imperial School of Agri Business. It discusses how the pandemic accelerated changes like remote working, reskilling and upskilling employees, increased use of data and technology like artificial intelligence. It also covers trends like the rise of gig work, outsourcing, and the important role of Generation Z in the evolving workplace. The document concludes by discussing how companies like Jai Kisan adapted their HR practices during the pandemic to prioritize employee well-being while continuing to serve customers through digital transformation and a hybrid work model.
The Technical Skill Gap is real ... here's 10 facts from various surveys that help outline the issues and needs. How is the skills gap affecting you? And do you have a STEM Jobs plan to address it?
The document presents a project proposal for a study on the effect of talent management practices on organizational performance at Vijayjyot Seats Private Limited. The objectives are to examine the talent management process, understand its importance, study its impact on performance, and provide suggestions. The research design will be exploratory and descriptive. Primary data will be collected through employee questionnaires and interviews. Secondary data sources include literature, journals, books, and company reports. Data analysis methods like content analysis and statistics will be used to draw conclusions on the relationship between talent management and organizational effectiveness.
Atyaasaa Consulting Private Limited is a leading human resource training and consulting firm in India and overseas. It partners with top brands to help with people development and business excellence. Atyaasaa differentiates itself through continual innovation, customization of solutions, and use of advanced technology tools. It aims to implement strategies and solutions ethically through experienced human resource facilitators who value contribution.
The document discusses Atyaasaa Consulting and provides its contact information. It also previews the topics that will be covered in the April 2015 issue of the Knowledge Beans newsletter, including using competency mapping to retain high-value employees and five ways to retain talented workers through engagement, growth opportunities, aligning work with aspirations
In a Dynamic environment, human resources are
one of the important sources of the organizational
Enlargement which also helps to take fighting edge. Human
resource system contributes towards the empirical
enlargement through facilitating the change & by
developing the competencies of the employees. Talent
Management is the key for improved business performance
& for the empirical enlargement of an organization. The
linkage between talent management and Empirical
Enlargement will help to attain higher organizational
performance. Many studies have been conducted regarding
how companies can gain a empirical fierce edge through
their human resources & proper knack management.
Having talented employees helps the firms drive and boost
for organizational success. knack management is of strategic
importance & by developing the talent, organizations may
develop strong leadership teams which will help to take
fierce edge and that will enable the organization to achieve
its goals & organizationalsuccess.
The document discusses how talent management is changing and the future of talent management. Key points include:
1) Organizational structures are shifting from traditional top-down hierarchies to more collaborative and flexible structures. Automated technology will play a crucial role in talent management.
2) Talent acquisition, learning, performance management, succession planning, and employee engagement are all changing. Tools are focusing more on continuous feedback, just-in-time learning, and predictive analytics.
3) With these changes, the role of managers can shift to having more meaningful conversations about employees' roles, development, and career growth. When supported by technology, this enhances employee engagement and business success.
2015 talent mobility research report printPeggy Epstein
The document summarizes the key findings of a study on talent mobility conducted by Lee Hecht Harrison. It found that most companies recognize the importance of talent mobility but are failing to implement effective talent management strategies. Specifically, companies struggle to understand, develop, and deploy their talent. While companies aim to hire internally and inform employees of opportunities, gaps remain in developing manager and employee skills, supporting career development and internal mobility. The report provides recommendations for improving talent mobility, such as assigning leadership responsibility, addressing manager mindsets, and supporting employee networking and development.
The document is a project report submitted to the Indian Institute of Planning and Management on talent management at IBM. It includes an abstract that discusses the importance of talent management for organizations in today's competitive environment. It outlines the objectives of studying talent management's impact on organizational productivity at IBM. The report contains sections on IBM's company profile, the research methodology used including primary and secondary data collection, a literature review on talent management, and a questionnaire used in the study. The findings from the questionnaire indicate that talent management increased productivity at IBM through job alignment, talent identification and development. Effective talent management practices like rewards, training and performance appraisal ensured IBM had a skilled, motivated workforce. Challenges in implementing talent management related to job alignment
The document summarizes recent trends in human resource management post-pandemic, as presented by a study group from Imperial School of Agri Business. It discusses how the pandemic accelerated changes like remote working, reskilling and upskilling employees, increased use of data and technology like artificial intelligence. It also covers trends like the rise of gig work, outsourcing, and the important role of Generation Z in the evolving workplace. The document concludes by discussing how companies like Jai Kisan adapted their HR practices during the pandemic to prioritize employee well-being while continuing to serve customers through digital transformation and a hybrid work model.
The Technical Skill Gap is real ... here's 10 facts from various surveys that help outline the issues and needs. How is the skills gap affecting you? And do you have a STEM Jobs plan to address it?
The document presents a project proposal for a study on the effect of talent management practices on organizational performance at Vijayjyot Seats Private Limited. The objectives are to examine the talent management process, understand its importance, study its impact on performance, and provide suggestions. The research design will be exploratory and descriptive. Primary data will be collected through employee questionnaires and interviews. Secondary data sources include literature, journals, books, and company reports. Data analysis methods like content analysis and statistics will be used to draw conclusions on the relationship between talent management and organizational effectiveness.
Atyaasaa Consulting Private Limited is a leading human resource training and consulting firm in India and overseas. It partners with top brands to help with people development and business excellence. Atyaasaa differentiates itself through continual innovation, customization of solutions, and use of advanced technology tools. It aims to implement strategies and solutions ethically through experienced human resource facilitators who value contribution.
The document discusses Atyaasaa Consulting and provides its contact information. It also previews the topics that will be covered in the April 2015 issue of the Knowledge Beans newsletter, including using competency mapping to retain high-value employees and five ways to retain talented workers through engagement, growth opportunities, aligning work with aspirations
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
This document profiles 25 emerging training leaders who were nominated for their innovative work and leadership over the past year. It provides short biographies of the top 5 leaders, including their career experience and impactful training initiatives they led at their organizations. These initiatives improved business results, increased employee engagement and competency, and supported organizational strategic goals. The profiles demonstrate how the leaders designed solutions to address complex business problems through learning.
This document summarizes an event recognizing HR innovation in India. It provides details of the Mint Media Marketing Initiative HR 4.0 conference, which awarded several Indian companies and HR leaders for innovations in HR. Key highlights include discussions on building intelligent organizations through digital transformation and talent management, and how HR must innovate and adapt to remain relevant in a changing business environment. The document lists award categories, winners, and quotes from speakers on the challenges and opportunities for HR innovation.
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
A Study on Talent Management and its Impact on Organization Performance- An E...Dr. Amarjeet Singh
This document summarizes a study on talent management and its impact on organization performance. It begins by defining talent management and explaining why it has become increasingly important for organizations. It then discusses two key aspects of talent management: talent acquisition and talent retention. Regarding talent acquisition, the document notes that acquiring the right talent is challenging due to a shortage of skilled workers and changing job requirements. It emphasizes treating acquisition as a strategic process rather than just filling openings. For talent retention, the document stresses that engagement is important for keeping talented employees. Overall, it analyzes how effective talent management can help improve an organization's performance by enhancing employee engagement and productivity.
The quality of people is what determines success of any organization today. If an organization wants
to be extremely successful in the current business scenario they must hire and retain talented individuals who would
also be team leaders and team players. In the first decade of Gnation desires to be successful it must have a sound
education system.
The document summarizes insights from an executive briefing on talent pipelines and retention. It discusses the need to align learning and development with business strategy to build needed capabilities. It also describes ABB's integrated talent management approach including competency frameworks, global systems, capability planning linked to business goals, and policies to encourage internal mobility. Leaders saw capable leadership, career prospects and culture as most important for retention over financial rewards or flexibility.
The document discusses TalentGuard, a provider of talent management software and services. It aims to build the Social Talent Management Enterprise by empowering organizations to connect with and develop people through innovative software, learning content, and a coaching community. The software suite integrates key talent management functions like performance management, 360 feedback, and career development planning. TalentGuard also provides related content and a global coaching community.
project report on hr operations and talent managementpriyamvada14
The document discusses the company profile of KidZania Delhi NCR, an indoor theme park that allows children to role play adult jobs. It outlines KidZania's locations, mission, values and the concept of allowing kids to work in simulated jobs. It also provides details about KidZania's economy, HR team structure and functions, and recruitment and talent management processes.
Talent management a solution to brain drainTapasya123
Over the years, India has become a major supplier of skilled and talented young people to the
developed countries the skilled Indians prefer US Green Cards and EU Blue Cards over the notso-
attractive pay checks and average living conditions of a developing country like India
Talent Management is a strategy which serves as a solution to Brain Drain, that a company
employs to attract, retain and develop employees in order to achieve objectives of the
organization .Most of the organizations are planning ahead to handle an inevitable talent
crisis, to ensure that they have the right people to do the right jobs, when needed. Many
challenges are associated with the changing and competitive nature of work and the
workplace environment are very real for every organization. Rapid changes require a skilled,
knowledgeable and talented workforce with employees who are adaptive, flexible and focused
on the future.
This document discusses how human resources departments can simplify processes and leverage data analytics to better manage today's complex and changing workforce. It notes that many HR departments still rely on outdated systems and processes designed for less dynamic times. However, business needs are increasingly demanding that HR adapt. New technologies can help streamline administrative tasks and provide insights into areas like recruiting, retention, and development. While analytics should not replace human judgment, used properly it can enhance decision-making and improve outcomes for both the business and its employees. The document explores how data and simplified systems can help HR move from a back-office role to a more strategic contributor.
The credit union implemented a formal leadership training program called Management in MOTION to develop its managers' leadership skills and prepare for future growth. The three-year program includes courses, assignments, and assessments to reinforce new behaviors. It has helped create a culture of open communication, increased confidence and willingness to take on leadership roles. As a result, Numerica now has a strong pipeline of leadership talent and its recruitment and retention efforts have been enhanced.
Natural Resources: Career Development in Europe and AsiaKelly Services
This document discusses findings from the 2014 Kelly Global Workforce Index survey regarding career development in the natural resources sector. Some key findings include:
- Employee commitment and loyalty remain relatively low, with only around 30% feeling totally committed or more loyal compared to the previous year. Intention to switch jobs within a year is high at 63% globally.
- Most employees prioritize acquiring new skills over career advancement. However, there are regional differences, with those in APAC placing more importance on advancement.
- Less than half of employees report having career development discussions with their employers in the past year. These discussions do not consistently provide benefits in terms of new skills or advancement opportunities.
- Confidence in career prospects and
Get Em Keep Em Grow Em: a Texas BBQ of Integrated Talent ManagementDan Medlin
Originally presented to the Austin Human Resource Management Association for its Stepping Stones program, which prepares senior HR professionals for their next elevation into management or strategy, this program looks at the People, Processes and Tools required, in detail, for each stage of the Integrated Talent Management lifecycle.
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
Get certified in human resources chrp chrm dubaiITI Institute
Get Certified in Human Resources CHRP CHRM Dubai, HR certification training will be held in Dubai Abu Dhabi, UAE, Qatar, Saudi Arabia, from the American Certification Institute, USA.
Register today : http://itiinstitute.org/coursesuae/certified-hr.html
The document discusses a survey on employee career development. Some key findings include:
- Over half of employees globally are more interested in acquiring new skills than advancing to higher levels in their organizations. Interest in skills development is higher in EMEA than APAC.
- Many employees are willing to sacrifice higher pay for opportunities to learn new skills. More so in APAC than EMEA.
- While career development discussions are seen as beneficial, only around 38% of employees globally had one with their employer in the past year, ranging widely from 18-61% in different countries.
Re-thinking HR through Innovation. Introduction to Hr 2015 focus issuesCayetana Pablos LLona
This document summarizes an article about the need for organizations to become 21st century learning organizations. It discusses how competitive forces, changing job requirements, emerging technologies, an aging workforce, new ways of working and a shorter shelf life of knowledge are driving the need for re-skilling and up-skilling employees. It argues that the focus is shifting from recruitment to employee development. It also discusses how the nature of work is changing from routine manual and cognitive tasks to more complex work requiring tacit skills like judgment, intuition, and expertise. Creativity and innovation are becoming increasingly important skills. Organizations must align learning strategies with business strategies to stay competitive in this environment.
This document is an internship project report submitted by Jyoti Shahi to CH Institute of Management & Communication. The report discusses Jyoti's summer internship project at HCL Info Systems on the topic of "Corporate Selling & Feedback". The 22 page report includes sections on the objectives, methodology, data analysis, major players and competitors in the market, marketing strategies, findings, suggestions and recommendations. It also includes information on HCL's business model, culture, management team, job openings and history.
Beyond Reimbursement: Education Assistance as a Talent Management ToolHuman Capital Media
Does your tuition assistance program actively support your talent strategy? In too many organizations tuition assistance is merely a passive employee benefit, and leaders spanning learning and development, human resources and workforce planning have much to gain from changing that.
Join this webinar for practical tips on leveraging tuition assistance to advance your L&D and talent management goals. Presenters Mark Ward and Jessica Kaplan will draw from EdAssist's experience working with hundreds of large employers to share best practices for designing a strategic and impactful program.
By attending, you'll learn how education assistance can help you:
Accelerate the development journeys of future leaders
Cultivate employee engagement from day one on the job
Encompass competencies, non-degree learning and other learning trends
Reinforce learning as a process, not an event
This document discusses the key components of management in nursing educational institutions. It covers management functions like planning, organizing, human resource planning, recruitment, budgeting, discipline, public relations, performance appraisal, academic audit, staff welfare services, and physical infrastructure. Effective management requires properly utilizing these various functions to achieve the objectives of the nursing institution.
This document is a project report on studying talent management at A.C. Patil College of Engineering, Management Studies and Research. It includes an introduction, acknowledgements, executive summary, table of contents, and initial chapters on the history and importance of talent management. The executive summary discusses how talent management can improve employee engagement, retention, productivity, and culture to help identify future leadership. It also outlines the report's chapter structure.
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
This document profiles 25 emerging training leaders who were nominated for their innovative work and leadership over the past year. It provides short biographies of the top 5 leaders, including their career experience and impactful training initiatives they led at their organizations. These initiatives improved business results, increased employee engagement and competency, and supported organizational strategic goals. The profiles demonstrate how the leaders designed solutions to address complex business problems through learning.
This document summarizes an event recognizing HR innovation in India. It provides details of the Mint Media Marketing Initiative HR 4.0 conference, which awarded several Indian companies and HR leaders for innovations in HR. Key highlights include discussions on building intelligent organizations through digital transformation and talent management, and how HR must innovate and adapt to remain relevant in a changing business environment. The document lists award categories, winners, and quotes from speakers on the challenges and opportunities for HR innovation.
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
A Study on Talent Management and its Impact on Organization Performance- An E...Dr. Amarjeet Singh
This document summarizes a study on talent management and its impact on organization performance. It begins by defining talent management and explaining why it has become increasingly important for organizations. It then discusses two key aspects of talent management: talent acquisition and talent retention. Regarding talent acquisition, the document notes that acquiring the right talent is challenging due to a shortage of skilled workers and changing job requirements. It emphasizes treating acquisition as a strategic process rather than just filling openings. For talent retention, the document stresses that engagement is important for keeping talented employees. Overall, it analyzes how effective talent management can help improve an organization's performance by enhancing employee engagement and productivity.
The quality of people is what determines success of any organization today. If an organization wants
to be extremely successful in the current business scenario they must hire and retain talented individuals who would
also be team leaders and team players. In the first decade of Gnation desires to be successful it must have a sound
education system.
The document summarizes insights from an executive briefing on talent pipelines and retention. It discusses the need to align learning and development with business strategy to build needed capabilities. It also describes ABB's integrated talent management approach including competency frameworks, global systems, capability planning linked to business goals, and policies to encourage internal mobility. Leaders saw capable leadership, career prospects and culture as most important for retention over financial rewards or flexibility.
The document discusses TalentGuard, a provider of talent management software and services. It aims to build the Social Talent Management Enterprise by empowering organizations to connect with and develop people through innovative software, learning content, and a coaching community. The software suite integrates key talent management functions like performance management, 360 feedback, and career development planning. TalentGuard also provides related content and a global coaching community.
project report on hr operations and talent managementpriyamvada14
The document discusses the company profile of KidZania Delhi NCR, an indoor theme park that allows children to role play adult jobs. It outlines KidZania's locations, mission, values and the concept of allowing kids to work in simulated jobs. It also provides details about KidZania's economy, HR team structure and functions, and recruitment and talent management processes.
Talent management a solution to brain drainTapasya123
Over the years, India has become a major supplier of skilled and talented young people to the
developed countries the skilled Indians prefer US Green Cards and EU Blue Cards over the notso-
attractive pay checks and average living conditions of a developing country like India
Talent Management is a strategy which serves as a solution to Brain Drain, that a company
employs to attract, retain and develop employees in order to achieve objectives of the
organization .Most of the organizations are planning ahead to handle an inevitable talent
crisis, to ensure that they have the right people to do the right jobs, when needed. Many
challenges are associated with the changing and competitive nature of work and the
workplace environment are very real for every organization. Rapid changes require a skilled,
knowledgeable and talented workforce with employees who are adaptive, flexible and focused
on the future.
This document discusses how human resources departments can simplify processes and leverage data analytics to better manage today's complex and changing workforce. It notes that many HR departments still rely on outdated systems and processes designed for less dynamic times. However, business needs are increasingly demanding that HR adapt. New technologies can help streamline administrative tasks and provide insights into areas like recruiting, retention, and development. While analytics should not replace human judgment, used properly it can enhance decision-making and improve outcomes for both the business and its employees. The document explores how data and simplified systems can help HR move from a back-office role to a more strategic contributor.
The credit union implemented a formal leadership training program called Management in MOTION to develop its managers' leadership skills and prepare for future growth. The three-year program includes courses, assignments, and assessments to reinforce new behaviors. It has helped create a culture of open communication, increased confidence and willingness to take on leadership roles. As a result, Numerica now has a strong pipeline of leadership talent and its recruitment and retention efforts have been enhanced.
Natural Resources: Career Development in Europe and AsiaKelly Services
This document discusses findings from the 2014 Kelly Global Workforce Index survey regarding career development in the natural resources sector. Some key findings include:
- Employee commitment and loyalty remain relatively low, with only around 30% feeling totally committed or more loyal compared to the previous year. Intention to switch jobs within a year is high at 63% globally.
- Most employees prioritize acquiring new skills over career advancement. However, there are regional differences, with those in APAC placing more importance on advancement.
- Less than half of employees report having career development discussions with their employers in the past year. These discussions do not consistently provide benefits in terms of new skills or advancement opportunities.
- Confidence in career prospects and
Get Em Keep Em Grow Em: a Texas BBQ of Integrated Talent ManagementDan Medlin
Originally presented to the Austin Human Resource Management Association for its Stepping Stones program, which prepares senior HR professionals for their next elevation into management or strategy, this program looks at the People, Processes and Tools required, in detail, for each stage of the Integrated Talent Management lifecycle.
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
Get certified in human resources chrp chrm dubaiITI Institute
Get Certified in Human Resources CHRP CHRM Dubai, HR certification training will be held in Dubai Abu Dhabi, UAE, Qatar, Saudi Arabia, from the American Certification Institute, USA.
Register today : http://itiinstitute.org/coursesuae/certified-hr.html
The document discusses a survey on employee career development. Some key findings include:
- Over half of employees globally are more interested in acquiring new skills than advancing to higher levels in their organizations. Interest in skills development is higher in EMEA than APAC.
- Many employees are willing to sacrifice higher pay for opportunities to learn new skills. More so in APAC than EMEA.
- While career development discussions are seen as beneficial, only around 38% of employees globally had one with their employer in the past year, ranging widely from 18-61% in different countries.
Re-thinking HR through Innovation. Introduction to Hr 2015 focus issuesCayetana Pablos LLona
This document summarizes an article about the need for organizations to become 21st century learning organizations. It discusses how competitive forces, changing job requirements, emerging technologies, an aging workforce, new ways of working and a shorter shelf life of knowledge are driving the need for re-skilling and up-skilling employees. It argues that the focus is shifting from recruitment to employee development. It also discusses how the nature of work is changing from routine manual and cognitive tasks to more complex work requiring tacit skills like judgment, intuition, and expertise. Creativity and innovation are becoming increasingly important skills. Organizations must align learning strategies with business strategies to stay competitive in this environment.
This document is an internship project report submitted by Jyoti Shahi to CH Institute of Management & Communication. The report discusses Jyoti's summer internship project at HCL Info Systems on the topic of "Corporate Selling & Feedback". The 22 page report includes sections on the objectives, methodology, data analysis, major players and competitors in the market, marketing strategies, findings, suggestions and recommendations. It also includes information on HCL's business model, culture, management team, job openings and history.
Beyond Reimbursement: Education Assistance as a Talent Management ToolHuman Capital Media
Does your tuition assistance program actively support your talent strategy? In too many organizations tuition assistance is merely a passive employee benefit, and leaders spanning learning and development, human resources and workforce planning have much to gain from changing that.
Join this webinar for practical tips on leveraging tuition assistance to advance your L&D and talent management goals. Presenters Mark Ward and Jessica Kaplan will draw from EdAssist's experience working with hundreds of large employers to share best practices for designing a strategic and impactful program.
By attending, you'll learn how education assistance can help you:
Accelerate the development journeys of future leaders
Cultivate employee engagement from day one on the job
Encompass competencies, non-degree learning and other learning trends
Reinforce learning as a process, not an event
This document discusses the key components of management in nursing educational institutions. It covers management functions like planning, organizing, human resource planning, recruitment, budgeting, discipline, public relations, performance appraisal, academic audit, staff welfare services, and physical infrastructure. Effective management requires properly utilizing these various functions to achieve the objectives of the nursing institution.
This document is a project report on studying talent management at A.C. Patil College of Engineering, Management Studies and Research. It includes an introduction, acknowledgements, executive summary, table of contents, and initial chapters on the history and importance of talent management. The executive summary discusses how talent management can improve employee engagement, retention, productivity, and culture to help identify future leadership. It also outlines the report's chapter structure.
Training and development is essential to the success of any organization. Founder and President of Performance ReNEW, Natasha Bowman, JD, SPHR has developed a robust training curriculum that will add value to any existing or new leadership development program.
This document provides a project report submitted by Mr. Jiten H Menghani for his M.Com degree. The 3-page report includes a declaration signed by Menghani, an acknowledgements section thanking those who helped with the project, and a table of contents outlining the topics to be covered. The topics include introductions to human resource management and training and development. It also discusses the importance, objectives, and models of training, including the system model and instructional system development model.
The document discusses employee development and relations practices at various Indian companies. It describes how companies like Rallis India, Rajni Chemicals, and Godrej provide extensive training programs and facilities to employees to motivate them and help with personal and professional growth. They aim to develop strong personal relationships and communicate openly with employees. The document also discusses the importance of human resources development more broadly and programs at companies like Tata, including their leadership development seminars and HR Gurukul initiative.
This document is a summer training report submitted by Nisha in partial fulfillment of an MBA degree. It discusses Nisha's study of the recruitment and selection process at Somany Ceramics Limited. The report includes an introduction, company profile, objectives of the study, research methodology, data analysis and interpretation, findings, limitations, recommendations, and conclusion. Nisha conducted the study over the summer and interviewed employees at Somany Ceramics to understand their recruitment and selection processes. The report was submitted to fulfill degree requirements and gain insight into how organizations hire and evaluate potential candidates.
The document discusses knowledge management, including definitions of data, information and knowledge; types of knowledge like tacit and explicit; components of a knowledge management system; factors that affect knowledge sharing; the importance of training, development, and education; and strategies to improve the transfer of training back to the job. It provides an overview of key concepts in knowledge management with a focus on knowledge sharing, training, and individual and organizational learning.
Every organization needs inventory for smooth running of its activities. It serves as a link between production and distribution processes. The investment in inventories constitutes the most significant part of current assets/working capital in most of the undertakings. Thus, it is very essential to have proper control and management of inventories. The purpose of inventory management is to ensure availability of materials in sufficient quantity as and when required and also to minimize investment in inventories. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money tied up until the inventory leaves the company as purchased products. Because of the large size of the inventories maintained by firms, a considerable amount of funds is required to be committed to them.
It is therefore absolutely imperative to manage inventories efficiently and effectively in order to avoid unnecessary investments. A firm neglecting the management of inventories will be jeopardizing its long run profitability and may fail ultimately. The reduction in excessive inventories carries a favorable impact on the company’s profitability.
The study starts with an introduction to inventory management, Company’s profile, Achievements and also the need for study, review of literature and objectives are set out for the study. Research methodology, Data analysis & Interpretation, Findings and Suggestions of the study follow.
One of the main areas of the project is the analysis part, where the data are analyzed & interpreted, to find out how the inventories were managed. Some of the tools used in inventory are regarding to:
Economic Order Quantity
Safety Stock
FSN Analysis
Trend Analysis and
Inventory Turnover Ratio.
Employee development is important for organizational growth and retaining talent. If not implemented properly, development can be frustrating and of little value. Effective development methods include coaching, mentoring, cross-training, stretch assignments, and online learning. Development must be supported by leadership and aligned with business needs. Common issues include lack of accountability, gaps in capabilities, and inconsistent execution. Overall, development requires commitment and a strategic, well-planned approach.
This white paper discusses talent management strategies and succession planning. It defines talent management as attracting, developing, and retaining skilled employees. However, most organizations do not have effective talent management strategies in place. The paper recommends that organizations define talent based on their unique needs and align talent management with business objectives. It also suggests that traditional "pipeline" approaches to succession planning may not work in today's changing workplace, and that organizations should focus on developing all employees, not just high potentials, to build a talented workforce.
Transforming your Contact Centre into a Lean and Agile environmentEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Wednesday 18th of October 2017 about using Lean and Agile to transform Contact Centres at Campari House in Melbourne and organised by Smart Recruitment.
The document discusses the need for corporate training programs and their advantages. It notes that in today's competitive global environment, staff are under pressure to meet high standards, requiring the development of new training strategies and methods. Training needs analysis that is aligned with organizational goals can help formulate an effective people development strategy. Some key advantages of training programs include addressing employee weaknesses, improving performance, ensuring consistency, increasing worker satisfaction and productivity, improving quality, and reducing costs and supervision needs.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
This document discusses personnel management and its key aspects. It defines personnel management as the traditional approach to managing people in an organization, compared to the modern human resource management approach. It outlines the nature of personnel management, including that it manages all employees, deals with individuals and groups, helps employees develop, and can be applied universally. It then discusses the importance of personnel management for staying competitive, retention, teamwork, and managerial effectiveness. The document also covers the functions, objectives, and control of the personnel management process.
This document provides an overview of the course MMPH 002 (HRD) which covers topics related to human resource development including introduction to HRD, managing HRD, HRD in practice, emerging trends, and experiences. It discusses the importance of HRD in developing competent workforce, improving employee relations, providing career development opportunities, enhancing productivity, and improving job satisfaction. Key functions of HRD like training, career development, performance appraisal, and organizational development are also summarized. Challenges faced in HRD like changing workforce demographics, competing in a global economy, eliminating skills gaps, and meeting needs for lifelong learning are highlighted.
Developing and training human resources ensures company growth. Human resource departments conduct activities designed to train and develop employees, whether to address performance problems or help prepare for management roles. Training and development involves managing programs like employee orientation, leadership development workshops, and other options to enable company and employee success.
The Food Safety Modernization Act (FSMA) aims to modernize food safety regulations in the US by shifting the focus from reactive responses to foodborne illness to preventative practices. The FDA has proposed revisions to four FSMA rules covering produce safety, preventive controls for human and animal food, and foreign supplier verification. Stakeholders have raised concerns that the rules could burden small farms and businesses. The final impact will depend on how flexible the rules are in accommodating different farming systems. The changes are also expected to increase liability for all parties in the food supply chain.
The passage describes Intel's Supply Chain and STEM Volunteer Outreach program, which aims to address the growing supply chain talent gap. It began as a grassroots effort led by Cheryl Dalsin and has expanded globally with the help of Intel volunteers. The program introduces K-12 students and educators to supply chain concepts through hands-on activities that highlight STEM principles. It hopes to inspire interest in supply chain careers and make "supply chain" a more common term. The program has experienced rapid growth but now seeks support from other companies and organizations to meet rising demand.
Jack Welch was the legendary CEO who led GE to immense success over two decades. In this interview, Welch discusses his management philosophies and strategies that contributed to GE's growth. He emphasizes building great teams, being candid with employees, and getting the best ideas from everyone. Welch also provides advice for advancing one's career, such as asking for feedback, taking on tough assignments, and overdelivering on responsibilities. The interview covers Welch's new book on getting an "real-life MBA" and practical career advice.
1) Supply chain management professionals face constantly changing challenges from heightened customer expectations, evolving business models, and pressure to increase productivity. New technologies can help with collaboration and efficiency but also increase complexity.
2) E-commerce is driving significant increases in shipping volume, with estimates of 20% growth by 2018. This is challenging carriers and companies to reinvent delivery approaches to meet demanding customer expectations.
3) To adapt successfully, companies must invest in their people through leadership development and skills training, fostering critical competencies like problem solving, flexibility, and creativity. Collaboration between companies can also help address complexities through data sharing and standardized processes.
Mattel implemented a shallow-dive analytics approach to gain visibility into key metrics and drive a more data-driven supply chain culture. Employees were overwhelmed by large amounts of data, so Mattel focused on a select few critical metrics in real-time, such as on-time delivery rates. This allowed executives to quickly identify issues and take action. The shallow-dive approach helped Mattel steer its large, complex supply chain and reinforce strategic goals using data rather than feelings. It also engaged employees by giving them access to the same real-time metrics seen by executives.
This document discusses product recalls and how companies can mitigate risks and losses. It describes Blue Bell Creameries' recall of all its ice cream products in 2015 after a listeriosis outbreak linked to its desserts caused illnesses and deaths. Blue Bell took corrective actions like thoroughly cleaning plants and improving sanitization procedures. The document also discusses a recall by Trek Bicycle of nearly 1 million bikes due to a risk of their front wheels separating. Both companies worked closely with regulators during their recalls. The impacts of recalls, importance of prevention, and role of social media are also addressed.
This document discusses the challenges facing global supply chains due to inadequate infrastructure in many countries. It notes that while trade and transportation infrastructure have enabled more flexible supply networks, growth is putting pressure on aging infrastructure in both developed and developing nations. Experts cite issues like traffic congestion, limited port and airport capacity, and insufficient road and rail systems. To address infrastructure constraints, the document advocates for collaborative planning among stakeholders and effective communication to policymakers about the economic impacts of infrastructure investments.
Business leaders must find new ways to maintain customer bases in today's competitive marketplace while reducing costs without compromising quality. An effective approach is to focus on the total customer experience through supply chain and operations management. Customer experience management requires integrating marketing, sales, technology, supply chain, and social media to create a consistent brand and be responsive to customers. Companies must listen to customer feedback through various channels to continuously improve processes and better satisfy customers. Maintaining loyal customers is important for generating repeat business and revenue growth.
1. 38 May/June 20141 March/April 2014
AIN COORDINATOR SUPPLY CHAIN
TOR MATERIALS PLANNER PRODU
R MASTER SCHEDULER DEMAND P
SENIOR BUYER MANAGER WAREH
GER LOGISTICS COORDINATOR LOG
ER PRODUCTION PLANNER OPERA
NVENTORY PLANNER INVENTORY
SPORT COORDITRANSPORT SCHED
TICS MANAGER TRANSP PLAN
ING MANAGER SIHIFT MANAGWAR
SOR PROCUREMENT DIRECTOR MA
ION CENTER MANAGER CUSTOMER
T PRODUCTION MANAGER MANUFA
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THAT’S
NOT MY
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SURE, IT IS
CHEDULING
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DISTRIBUTION
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COORDI
2. apics.org/magazine 2
In the typical organization, employees are assigned specific tasks that they
perform every day, over and over again, in pretty much the same way.
Employee A works the assembly line, employee B does quality control,
employee C handles packing and storing, and so on. This plan can be
successful—unless one day employee A is recruited by another company,
employee B gets the flu and is out for a week, and employee C finally decides
that he really is tired of doing the same thing hour after hour ad infinitum.
Thanks to a greater understanding of the numerous advantages of cooperative educa-
tion, more business leaders today are providing ways for their employees to learn about one
another’s roles, responsibilities, and fields of expertise. Workers benefit from the opportunity
to explore different disciplines, gain tools to advance professionally, and provide added value
to the business. Furthermore, organization-wide communication and collaboration can be
significantly improved through such endeavors, eliminating the dreaded silo mentality.
Cross-training—defined by the APICS Dictionary as “providing training or experience
in several different areas”—shatters barriers and promotes the sharing of, rather than the
guarding of, important information. The spirit of this form of learning is defined by
• the harmonious and free-flowing transmission of information on methods, processes,
and technologies
• thoughtful listening and interpretation by the parties involved
• making associations among formerly disparate concepts
• participants arriving at mutually beneficial, creative ideas.
“Cross-training presents a great opportunity for individuals to engage in rich experiences
and for organizations to support professional development while simultaneously addressing
skills gaps,” says Charles Allis, CPIM, CSCP, supply chain manager at Pratt & Whitney. Allis
holds a master’s in adult learning from the University of Connecticut, where his focus was
on workplace and organization learning and adult learning theory.
“An adaptive organization is essential for today’s business environment, where change
is often the only constant,” he says.“Cross-training reinforces specific jobs or skills in the
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By Elizabeth Rennie
DINATOR
apics.org/magazine 39
3. 40 May/June 2014
workplace, and it also allows the business to continue operations if
there is an unexpected absence or labor disruption.”
Celeste Ayers, CFPIM, CSCP, division sourcing and procure-
ment manager for the Parker Hannifin Racor Division, says
cross-training is encouraged at her company—so much that it has
become a “foundation of success” for Parker Hannifin’s manufac-
turing operations. “I see cross-training as the means for improving
overall supply chain competitiveness. The intent is not to create
a jack-of-all-trades type of professional; it is to enhance process
efficiency and profitability.”
Allis agrees, adding that the ideal cross-training program will
consider the needs of learners and connect with individual develop-
ment plans; offer employees hands-on education; ensure the teach-
ers are motivated, effective, and highly regarded; and align closely to
company culture.
THE LEARNERS
Patricia Wickham is managing director of Education Nonpareil,
an organization that provides international business management
consulting and education. Her clients include the US military at
Fort Bliss, Texas; nonprofit organizations such as the Humane
Society and Doctors Without Borders; and multinational com-
panies including Siemens and Dow Corning Europe. Wickham
believes strongly in the worth of providing employees with the
education they need to be successful via cross-training. “Company
value statements always include a bullet that, in essence, states,
‘Our people are our most important assets,’” she says. “We must
follow this up with action.”
She advises her clients to focus on creating an environment in
which education is the mantra for the organization.“Actively listen
to your staff. They do the work eight hours a day. Trust me—they
know the areas for improvement, they know how to get there, and
they know what changes need to be made to a product or service to
enhance its quality or performance.”
She also stresses the importance of recognizing differences in
learning styles, noting that it’s necessary to evaluate the proficiency
levels of each employee, help them identify their own particular
talents and strengths, and provide opportunities for them to aug-
ment their expertise. “Cross-education is the most cost-beneficial
method to accomplish these things,” she says. “The more employ-
ees know, the more they can participate in corrective actions and
decision making.”
Allis agrees that the most meaningful education is designed to
guide smart decision making. To that end, he advises implement-
ing a training program that always centers on the learner: “With
consideration of the organization’s skill gaps, managers and
employees should agree upon a self-directed plan for each partic-
ipant, which fulfills organizational needs and provides career-ori-
ented development,” he explains.
He cites mandated job assignments that do not align with
one’s own professional goals or objectives. The more resilient
individuals will find a way to make the best of these situations;
however, many others will lose interest and may begin to exhibit
poor behaviors. “Conversely, employees who can make their own
decisions, set goals, and monitor progress toward those goals will
have higher motivation and be energized to support the organiza-
tion,” Allis says.
At all times be aware of the importance of wisely selecting which
employees to train. Some people are truly happy doing the same
job for their entire careers, so focus on those who possess a genuine
interest in obtaining new skills.
HANDS-ON LEARNING
“It is a simple fact that adults learn by doing, not by being told
how to do things. Yet, it is amazing how many organizations fail
to incorporate self-directing learning into their training programs
and thus potentially waste considerable resources,” Allis says. “It
is not enough to simply provide manuals, procedures, and work
instructions; a robust cross-training program will provide oppor-
tunities to practice in an environment where mistakes are toler-
ated and even encouraged.”
Consider giving employees educational opportunities that are
related to their own fields of expertise. If employee A excels at a
particular software program, perhaps it’s time to teach her how
to use another one. Once she is comfortable, give her a what-if
scenario that would require her to use that new tool. This will build
her confidence when she is able to apply what she has learned—and
give her time to ask questions before she is in an urgent, real-life
situation.
Wickham notes that successful hands-on cross-training also con-
tributes to expanding product knowledge in that it gets “new blood”
involved in a process and encourages creative ideas that can lead to
new and better ways to accomplish a task.“‘Why do we do it this
way?’ is a great question—and the response should not be,‘Because
that’s the way we’ve always done it,’” she says. Rather, the response
should be one that inspires reevaluation and improvement.
THE TRAINERS
Identifying the strongest teachers is just as important as selecting
the right people to teach.“It is not always the most experienced
person who is best suited for this responsibility,” Allis says.
In order to connect with learners and guide effective training,
the chosen educators must be employees who can set the right
tone. Ayers believes there is one essential trait that successful
instructors possess—a personal commitment to continuous
improvement. “Leading by example, being passionate about your
career, and celebrating successes when goals are accomplished
are the three physical manifestations of this trait,” she says.
“People are attracted to success; if there are successful instructors,
students will be encouraged that they, too, can be successful …
Personality does matter.”
SUPPLY CHAIN COORDINATOR SUPPLY CHA
MANAGER EXPEDITOR MATERIALS PLANNE
PRODUCTION PLANNER MASTER SCHEDULE
DEMAND PLANNER BUYER SENIOR BUYER
MANAGER WAREHOUSE MANAGER LOGISTI
COORDINATOR LOGISTICS ENGINE PRODUCT
PLANNER OPERATIONS MANAGER INVENTO
PLANNER INVENTORY MANAGER TR TRANSP
COORDITRANSPORT SCHED LOGISTICS MAN
PLANNER SCHEDULING MANAGER S
MANAGWAREHOUSE SUPERVISOR PROCUREM
DIRECTOR MANAGER DISTRIBUTION CENTER MA
CUSTOMER SERVICE ASSISTANT PRODUCTIO
MANAGER MANUFACTURING MANAGER CUSTO
SERVICE MANAGER SUPPLY CHAIN ANALYS
EXPEDITORLOGISTICS SOFTWARE MANAGE
WAREHOUSE OPERATIONS MANAGER EFDDIRE
“The intent is not to create
a jack-of-all-trades type of
professional; it is to enhance
process efficiency and
profitability.”
4. apics.org/magazine 41
In the same way, Wickham stresses the value of upbeat, cheerful
instructors, noting that humor stimulates active listening and partici-
pation.“Nothing de-motivates a participant more than hearing some-
one drone on and on or be unable to respond to questions,” she says.
Ayers often meets with fellow instructors, and they share the joys
of when a student finally learns a new skill or grasps the material.
“Those proverbial light-bulb-on moments validate our reason for
teaching in the first place,” she says.
Finally, remember that it’s vital to reward trainers. First, this
can help alleviate any hesitation they may feel over spending their
own work hours training someone else. Beyond that, a monetary
bonus, extra vacation time, or the opportunity to train in an area of
personal interest are all excellent incentives.“Many organizations
develop specific job roles where providing training is expected, and
these roles are often associated with leadership progression in the
organization,” Allis says.“The individuals providing training should
be rewarded and praised for their efforts to ensure that they are
well respected by all members of the organization.”
ALIGNMENT WITH CULTURE
Effective cross-training programs must clearly connect to the
organization’s business strategy and individuals’ professional
advancement plans. “When done right, this translates to building
permanent bridges between strongholds of knowledge reposito-
ries,” Allis says.
Ayers notes that management support is vital, and she urges
company leaders to stand behind mandatory attendance when
instruction is being given, performance-based incentives, and
a commitment to avoid scheduling meetings that conflict with
cross-training schedules. “Programs should be encouraged to be
part of the workday in order to allow a seamless transition from
work to school,” she notes.
This also helps overcome what both Ayers and Wickham say is the
biggest challenge learners and trainers face—time. Often, decision
makers fail to recognize that setting aside ample time for educa-
tion is an investment in the company’s future. “It is a mind-set
change that, in many cases, is difficult to address,” Wickham says.
“Organizations must provide a forum for employees to learn.”
It’s also a good idea to begin cross-training when people have
just recently been hired. In this way, they will know there is little
chance of them getting stuck in the routine or—worse yet—getting
a “that’s not my job” mentality. Let new hires know that they will be
learning new skills often, and they will be more likely to appreciate
the opportunity for professional development.
THE GOAL
Perhaps the most important thing to keep in mind when imple-
menting a cross-training program is to have a clear goal.“I liken it
to someone training for a 5K run, but expecting to be able to com-
plete a marathon,” Ayers says. Skills set development needs to match
the desired company goal or career direction.
Make sure to include workers in the strategy formation. After
all, they are the ones who will be implementing that strategy. The
more you share with them, the better equipped they will be to
exceed the objectives.
In order to develop this winning game plan, Wickham says
business leaders must define specific steps and tasks to achieve the
necessary deliverables.“Whether you’re manufacturing a car or pro-
viding a mobile dog-grooming service, the thought process for staff
and organizational development is consistent,” she adds.
Wickham recommends that participants ask the following ques-
tions when setting their cross-training strategy:
• What is the end product or service?
• What is the process flow?
• Is the supply chain integrated with and to our needs?
• Are our staff members equipped with the skills needed to
perform the required tasks?
• Can we translate our strategy to our employees in a way that
will be understood?
“You can’t hold people accountable for things they do not know,”
she says.“But once they feel ownership, success is inevitable.”
Elizabeth Rennie is managing editor for APICS magazine. She may be
contacted at editorial@apics.org.
To comment on this article, send a message to feedback@apics.org.
In addition to her role as division sourcing and procurement
manager at Parker Hannifin, Celeste Ayers, CFPIM, CSCP, is
an adjunct professor at Golden Gate University, where she
teaches supply chain and operations management courses
that explore the latest theories and standards in the field.
“Through this work, I sharpen my skills and stay relevant
just as much as my students; whereas, my role at Parker is
practice—I practice what I teach,” she explains.
Ayers also served as the vice president of education for
the APICS Gold Rush Chapter and is an APICS Instructor
Development Program (IDP) designee. “One thing that is
fantastic about the APICS IDP is being required to take the
Train the Trainer and Learning Dynamics for Instructors
curricula. These two courses equip instructors with tools to
truly engage participants.”
In fact, Ayers says she encourages colleagues who do not
necessarily intend to teach—but who are in management
or leadership roles—to take the instructor training courses.
She says the information is relevant to team building,
coaching, and mentoring. “We are all learners,” she says.
“Some are passive and others active. Learning to engage
others on those two levels leads to a seamless transition of
knowledge into experience.”
To learn more about this program, visit apics.org/idp.
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