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Tim Millett
Published by Tim Millett
08 October 2013

A corporate training strategy is both an objective-based training policy and an integrated practical operational policy. This approach to planning is synthesized from a strategically planned assessment of productivity and corporate needs. This is a critically important process for medium to large corporations. Each phase of corporate training is integrated into the strategic blueprint.

1. The strategic decision process

Strategic planning for corporate training practices is based on a range of measurable parameters. It may include quantified future requirements for productivity in terms of business goals. The decision process is systematic and creative, identifying areas and training needs, and creating an integrated picture of the organization’s needs.

Typical planning may need to include a gamut of types of training. Leadership training, team building, management training, customer service training and performance training are common strategic staff development areas.

Training requirements need to achieve measurable results. Many organizations prefer professional external training methods, because these can be measured at recognized industry standard levels. These types of training initiative are also very beneficial for staff, and act as positive reinforcement in terms of employment values. (Staff invariably respond very well to this type of training, which is valuable in its own right and acts as a true motivation and incentive.)

2. Creating the strategic training policy

A strategic training policy must have:

  • Clearly defined goals: Productivity, skills upgrades, process efficiencies, time management, net costs relative to profit, etc. Goals must be defined as working concepts in relation to the corporation’s operations. Goals will set targets for improvements in operations, which is the basis of defining training needs.
  • Clear structures: These are organizational contexts of training programs in terms of corporate goals. A business will typically run structured training programs in core operations as a basic strategic approach, and develop its strategies on this basis. Linked to this structure clear expectations also have to be formalised, so that trainees not only understand the goal but also the guidlines for achieving the goal.
  • Clear methodologies: This is the phase of planning in which the required form(s) of training and use of budget and resources are decided. A strategic training policy like “All our sales people should receive formal sales training” naturally requires thorough costing, a clear set of priorities for types of training, and time frames for completion.

3. Implementing strategic corporate training

Implementation of corporate training policies involves:

  • The selected training organization provides consultation regarding the actual training processes to ensure proper implementation of the training strategy and provision of facilities, scheduling, time frames and other basic requirements.
  • A training plan is formulated in accordance with the organization’s goals.
  • As part of the training implementation the client organisation’s senior management should be supportive of the entire training process to encourage the buy-in from the participants
  • The training program’s progress is periodically reviewed by senior management, to monitor progress and to ensure they are providing the appropriate support.
  • The training organization provides feedback to the client in terms of successful completion of goals.
  • Final review and evaluation of measurable performance of the training initiative.

The strategic training process is now the preferred training methodology for the world’s major corporations. It ensures training quality, defines corporate goals accurately, and provides cost effective benefits to employers and employees alike. This is the major league standard of training, and it shows.

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