|
|
Our Approach To Training And
Development The following
articles and white papers present our basic philosophy of training and development. They explain our approach to our
profession and describe what we believe to be central components to the process of
implementing long-term and sustainable individual and organizational change.
Read these thought pieces and you will learn what we stand
for. We believe that if we can connect with you at this level there may be an opportunity
for us to forge a successful training partnership. We recognize, however, that if you see
the process of individual and organizational development materially differently than we
do, then we may not be in a position to address your requirements. We hope that you will
conclude that ours is a well-founded approach--one that can contribute to the training and
development of your employees.
Take a few moments to find out what we are
thinking by reviewing the concept pieces listed below. We hope you will find
our insights valuable and visit us often.
 |
Calculating
Return on Investment of Your Training Initiatives: In
this article, we provide an ROI template that has been designed to
enable your training department to measure the extent to which the
organization's bottom-line has been improved as a result of
training.
|
|
The
Training Systems Model: This document reflects our experience, the lessons we
have learned from partnering with hundreds of clients, on how to design, develop,
implement and follow-up on training so that it is linked to the goals of the organization and
results in measurable performance improvement.
|
|
Expanding
The Value Of Diagnostic Instruments: This
White Paper presents a number of ideas on the importance of
diagnostic surveys and how they can help integrate the process of
employee development and performance management. Well-crafted
surveys can serve as the foundation for a competency-based
curriculum, internal benchmarks, and organization development. Most
importantly, survey results can help orchestrate senior management
support and initiative for organizational change.
|
|
Applied
Training and Development: The purpose of this summary is to present our ideas
on how managers develop and to outline the factors that we believe are critical to
designing management training programs that are perceived as highly relevant by senior
executives to first level supervisors and managers.
|
|
Misled
By Experience: While nearly everyone agrees that
experience can be a manager's best teacher, this article reminds us
that experience is an unreliable teacher and lays out five important
steps to teach ineffective managers what their own experience has
failed to teach them.
|
|
Measurable
Performance Improvement: In this overview, we summarize three ways in which we use program
evaluations to help measure the effectiveness of our training programs.
|
|
A
New Way To Help Top Managers Succeed: All managers,
especially top managers, urgently need a new kind of
experience. What yesterday's experience has taught them cannot
be counted on to help them cope with tomorrow's problems and
opportunities. Nor can they rely on today's experience to
teach them how to improve their performance on the job or how to
advance up the managerial ladder. This article explains why we
can no longer depend on experience alone to teach managers what they
need to know to succeed in our rapidly changing and increasingly
competitive world.
|
|
Experiential
Learning Alternatives for Management and Executive Development:
The purpose of this article is to briefly describe Sterling
Institute's approach to experiential learning; an approach that has
evolved based on our observation of how managers learn.
|
|
Management
On The Line: Selling & Sales Management In Action:
This article describes a project in a division of a multi-national
firm that used survey data as its focus to improve sales
performance. |
|
