How to Determine the Right Corporate Training Function Scope and Stakeholders Whitepaper Download.
Every organization makes assumptions – implicit and explicit – about people and their professional and career development. For example, for decades Accenture has operated with the primary philosophy that hiring new college graduates and teaching them the “Accenture Way” was the best way to build a differentiated workforce. This approach puts a heavy investment into the recruiting, hiring, training and development of college graduates with certain degrees, skill sets and attitudes.
Other organizations have chosen to focus on hiring experienced people and do not need to devote the same degree of resources toward skill development.
From a talent management perspective, both approaches can be effective. They are just different and require different assumptions about training function scope and stakeholders. Too few Learning and Development Functions fully consider the consequences of their assumptions and principles and how they are to be implemented across the organization. For example, if your L&D Function focuses on leadership and management development, what impact will this have on your ability to attract, develop, engage and retain individual contributors? And what impact will that have on your business strategy over the next 12-18 months?
Done right, the way you run your L&D Function clearly shows which segment of your workforce is considered the most valuable vis-à-vis the business and talent management strategies. By definition, you cannot treat and invest in all employees and areas of your business equally. High performing L&D Functions manage their workforce like a portfolio. They invest more heavily in the people and jobs that will most advance the short- and long-term business and talent management strategies.
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