An employer that values its workforce by offering training and professional development reaps the rewards of high employee morale and productivity. Human capital is a company's most valuable resource, and preparing your workforce for growth within the company benefits the employee and the organization.
Conduct a needs assessment for your organization. Determine the aptitude and capabilities of your front line employees, as well as the leadership potential of supervisory and mid-management level professionals. This type of assessment will also help in succession planning. If you administer employee opinion surveys, employee responses may factor into your needs assessment. Employees may have expressed interest in promotional opportunities and professional development. Review those survey results for data pertaining to training needs.
Obtain a copy of the human resources budget. Review the results of your needs assessment and survey responses to determine what percentage of your workforce is ready for training. You may have to estimate the number of employees who may be at the stage in their careers where training and professional development will be absolutely necessary. In light of human resources trends, line items for training and development often must be justified to your company's executive team. Investing in your employees' professional growth demonstrates a commitment to improving the value of your organization's human capital. Determine how much money is allocated to the company's training activities.
Request an employee roster from the IT department. Sort the report using job title, tenure and performance. Based on your needs assessment, spend time contemplating which levels of training and professional development can be provided to employees in various work groups. Armed with information from discussions with department managers and directors, prioritize your training into sessions for every level of your workforce. Determine the number of frontline employees, supervisors and managers invited to attend training. If your organization's productivity is declining, it might be a good idea to work with frontline employees on skills training. If the company is experiencing turnover at the manager level, consider developing supervisory training to prepare them for manager vacancies.
Draft your training program based on number of employees, position and aptitude. Discuss with the company's chief executive officer the type of training program that would be most effective for the workforce. Describe the basic curriculum for each level of training as well as projected outcomes. Explain the benefits of training employees in terms of the business bottom line, which will be extremely helpful if you have to justify requesting a budget increase for training and development.
Retain training materials for updating them periodically. Maintain a roster of employee progress after completing their training and participate in future succession planning based on the results of your company's training program.
- Inc. Magazine: Employee Development Still Informal in Most Companies (Ganapati, P.; Jun. 5, 2006)
- University of California, Davis: Training & Development
- Hairdresser Career Development Systems: 4 Keys to Employee Training and Development (Gonzales, J.; Nov. 5, 2009)
- Workforce Management: Special Report on Training and Development: The Leadership Formula (Kriger, P.J.; May 2010)
- U.S. Department of Agriculture, Research, Education, and Economics: Employee Training and Development
- Retain training materials for updating them periodically. Maintain a roster of employee progress after completing their training and participate in future succession planning based on the results of your company's training program.
Ruth Mayhew has been writing since the mid-1980s, and she has been an HR subject matter expert since 1995. Her work appears in "The Multi-Generational Workforce in the Health Care Industry," and she has been cited in numerous publications, including journals and textbooks that focus on human resources management practices. She holds a Master of Arts in sociology from the University of Missouri-Kansas City. In addition, she earned both the SHRM-Senior Certified Professional (SHRM-SCP), through the Society for Human Resource Management, and certification as athe Senior Professional Human Resources (SPHR) through the Human Resources Certification Institute. Ruth also is certified as a facilitator for the Center for Creative Leadership Benchmarks 360 Assessment Suite, and is a Logical Operations Modern Classroom Certified Trainer . Ruth resides in North Carolina and works from her office in the nation's capital, Washington, D.C.