"If I had eight hours to chop down a tree, I'd spend six sharpening my axe."— Abraham Lincoln
We know why employee and leadership development programs rarely meet their ROI expectations: they aren’t adequately aligned with the business strategy and thus fail to close the gap between development objectives and business results. Employees don’t connect the dots between training and performance. Senior leaders perceive that they are already finished products, despite facing new challenges.
We believe that
- Talent development should be built around competencies and results that matter to the organization’s success in creating value and achieving its business strategy.
- Development has many elements, including assessment, feedback, relevant experiences and training.
- Development initiatives work best when directly involving real business issues and actual experiences.
- Companies should over-invest in the top talent and the most critical roles.
- Focus on leveraging employees’ strengths as well as improving their critical development needs.
- Employees must share ownership of their own development. The organization can’t do it alone.
- Foundational leadership skills need to be consistent across the organization to build common understanding and alignment.
- Understand the business drivers for a talent development program.
- Identify critical jobs and people so that the organization can invest significantly in the highest-value areas.
- Identify any gaps between current development vehicles (i.e. assessment, feedback, training, experiences) and the ideal development approaches.
- Close gaps, improve tools, and map development within the talent base to get the right investment in the right talent.
- Enhanced employee performance.
- Increased employee engagement and retention.
- Improved recruitment of valuable employees.
- Identification of internal talent; opportunities to promote from within and aid succession planning.