How can you align training and development with career paths?

Aligning your people with your perceptions of future needs for your operations is going top-down. What happens is that you build the future of your operations with the capabilities and ambitions of your people. They have skills and can learn more, and positions they see themselves moving into. A machinist may want to grow into a maintenance tech, or a 1st-line manager, or a process expert that more junior machinists go to for guidance and advice... Whatever it is, make it happen and you will have a long-term, dedicated employee. Force him or her into customer support on the phone, and you will have a disgruntled employee who quits at the first opportunity. And this has to happen while tending to your business needs...

There should be an individual development plan to impart training considering organisation Vision and mission. We should identify gaps through competency assessment for individual and make individual training plan. There are 4 levels of training for any subject 1) Basic - Basic knowledge to understand the function 2) Intermediate- Basic knowledge and some advancement to take decisions as per role need 3) Advanced - Complete knowledge of the particular subject to take decisions and implement things without anyone's support 4) Master-To be a master trainer or SME ( subject matter expert) who can innovate and create new technology. Training motto should be "If you take care of people they will take care of everything"

I believe it starts with an end-to-end assessment of the operation itself, what all is done on that operation(s), and the people within the operation. Once the initial assessment is complete, then you can move on to determine the gaps.

It starts with future requirement of the organisation .Example : During designing of strategic business plan,we have to identify skills required for meeting SBP.Then we have to identify the gaps . To meet the skills required and to fill the gap we have to design and develop training programs.

Sobre a quest?o de T&D, vejo que antes de desenhar qualquer programa ou política de T&D, a organiza??o precisa avaliar o atual papel do "ERRE AGà" dentro da empresa e se ele está preparado para uma estratégia diferente, que no caso, está mais voltado para gest?o de pessoas do que, departamento pessoal. Muitas empresas aderem a programas de gest?o por competências mas ainda n?o definiram quais as competências necessárias para cada fun??o. Cuidado com os atalhos!!

Este punto es el más importante, hacer una sinergia entre los conocimientos que se tiene por experiencia y aplancarlos con capacitaciones modernas, pasa mucho en el área de mantenimiento, normalmente tenemos técnicos con 20 a?os de experiencia técnica y mucho valor agregado, lo que debemos garantizar es que ese conocimientos técnicos evolucione a las nuevas tendencias tecnológicas para que prevalezca en el tiempo.

Los planes de desarrollo deben estar ligados a la descripción de todos los puestos de trabajo, ambos caminan juntos en la formación y el progreso de todos los profesionales. Nada es tan importante para el compromiso de un profesional, como fijarle objetivos realizables y premiar su resultado.

To align professional skills with your goals, assess current skills, identify gaps, and create a focused development plan. Utilize online courses, workshops, and mentorships. Practice consistently, seek feedback, and adapt. Network for insights, stay updated on industry trends, and adopt a continuous learning mindset. Balance theory with practical application, reflecting on experiences. Regularly adjust your plan as goals evolve. Persistence and adaptability are key to sustained growth.

Those two questions I always refer to when it comes to the need of development programs: "What if we train them and they leave? What if we don't train them and they stay?" It is the latter that I fear the most and the path most companies unfortunately follow. Sure, there is training that falls under "checking the box" that is needed--the basics of any operation. However, aligning training to fit a career path--even if it may lead to that employee leaving is best for a company. It's better to have the efforts of a motivated/passionate employee for 2-3 years than having mediocre job performance forever.

Managing my team's careers, I've found it really helpful to first get to know what each team member is interested in career-wise. This way, we can figure out together what trainings will be most useful for them. These trainings not only help them excel in their current roles but also prepare them for future assignments. By aligning the trainings with their career goals and interests, we ensure they gain the skills needed to move forward on their chosen paths. This really helps to create a win-win situation for the broader team and the individual team member.

I have seen a tendency for companies to assign a bunch of e-learning courses to employees and then "checking the box" that they have successfully created an employee development plan. Then, you get the exact same training assigned the following year. I may be "old school" on this topic, but what ever happened to talking to your employees and assessing what training might be helpful? And, if you happen to be a subject matter expert, why not teach the course yourself? It greatly improves the understanding for the audience because they can ask questions during and after the training. Finally, I think it reinforces the impression that the manager actually cares about employee development -- thereby improving morale and retention.

Monitoring and evaluating training programs involves a strategic approach. Begin by defining clear objectives and key KPIs. Implement pre- & post-training assessments to measure knowledge gain. Track application of learned skills in the workplace through performance metrics. Establish regular check-ins and surveys to capture long-term impact. Use data analytics for a quantitative assessment of improvements. Adjust programs based on feedback and evolving organizational needs. A comprehensive evaluation considers not only immediate outcomes but also long-term contributions to individual and organizational success.

It’s important to consider the importance of training that aligns with current business needs, but also ones of the future. The only way to continue to stay on top of innovation is to have developed training across current and perspective needs.