Different approaches in developing people in organizations

1. Developmental
Approaches
From traditional training initiatives
to well-defined organization
development

2. Different Approaches Developing Talents in Organizations
Traditional Training Approach Systemic Organizational
Development Approach
Reacting to competence
gaps, performance issues or
noticed workplace problems
Proactively staying ahead of
the change curve and
aligning learning as part of
corporate initiatives

3. Different Approaches Developing Talents in Organizations
Systemic Organizational
Traditional Training Approach Development Approach
Event-based training
solutions-based

4. Different Approaches Developing Talents in Organizations
Systemic Organizational
Traditional Training Approach Development Approach
From fragmented training
records
Seamless technology
integration to support
comprehensive tracking

5. Different Approaches Developing Talents in Organizations
Systemic Organizational
Traditional Training Approach Development Approach
Pure classroom
delivery
to learning solutions that focus
on providing the right learning
to the right person in the right
place and at the right time

6. Different Approaches Developing Talents in Organizations
Systemic Organizational Development
Traditional Training Approach Approach
compartmentalize A common
d training groups “system” for
learning that
promotes
collaboration
and
reduction of
redundancie
s

7. Different Approaches Developing Talents in Organizations
Systemic Organizational
Traditional Training Approach Development Approach
Exclusive ownership
of training residing
with the training
department
Shared accountability for
learning with
executives, managers, and
employees

8. Different Approaches Developing Talents in Organizations
Systemic Organizational
Traditional Training Approach Development Approach
Sporadic evaluation
that deals solely with
smiley sheets
Formal and comprehensive methodologies
to demonstrate the value of learning and
impact on performance

9. Traditional training initiatives

10. University/Academy/Institution
 Certificates  Evaluations
 Accreditations  Performance
 Educational system  Organizational vision
 Govt/Social/ Pvt funding  Return On Investment
General concept Organizational concept
Degree-granting institutions of Non-degree organization department, with the following
learning, with the following criteria: criteria:
1. Defined curriculum per degree 1. Agreed, yet changeable curriculum per function per
2. Accredited faculty department/division
members, Board of 2. Assigned internal/external instructors or faculty
trustees, President (s) and/or members and nice to have board of trustees, a
Chancellor (s) president/chancellor
3. Designated development levels 3. Agreed developmental levels, basically related to
4. Unified evaluation and career planning or succession plan inside the
measurement system organization
4. Agreed evaluation and measurement tools and
techniques

11. Levels
Org Vision Targeting
Org vision, mission and goals
Organization’s Holistic Engagement
Corporate
Advanced university/
Learning and academy
a well- Development
defined
Traditional Training
Training Department
programs
Performance-related
Follow up and implementation
Integrated in Performance Management and Succession Planning

12. Stages of Systemizing Org Development
Evaluation Platform Organizational Integration Coverage
Phase 1 Scheduled sequential Training department Selected/nominated employees
training programs
Phase 2 Partial curriculum for Training department and Selected functions
selected jobs selected stakeholders
Phase 3 Curriculum per Training department and All functions and all jobs and an
function and selected stakeholders across the integral part of performance
metrics organization management
Phase 4 Academic frame and Under senior management Integrated in recruitment, career
formal evaluation auspices planning and may extend to society
May or may not have:
1. Campus/campus like/virtual
campus
2. E-learning
3. LMS
4. Dedicated staff or totally or
partially outsourced

13. An effective corporate university has a broad charter:
it has the responsibility to look at “talent” holistically.
Rather than focus exclusively on employee
development or management development, it should
also be involved in planning what talent is needed to
execute corporate goals, in defining the skills and
finding the best people, and in developing those skills
and providing a career path for retention.
This is an era where traditional corporate HR silos have to
be taken down. Without the authority to look at talent
from multiple perspectives, the corporate university will
be less effective and find it much harder to show any
return on its work. Ideally the corporate university always
keeps the talent cycle model in mind.