Leadership and upskilling development for your team
Many companies or even Managers tend to put off Training and Development programs for their employees. Although Training and Development may seem like it is just taking a 2-3 days course (and that's it) which some people may think that it is fine to delay these developments and would rather work on their daily tasks instead.
Why companies who invest time on Training and Development usually benefit more in comparison to others?
Middle-market companies’ common objections to investing in leadership development programs reflect real constraints and concerns. These companies don’t have many layers of hierarchy and often rely on informal processes for talent management and development. But it’s important to overcome the objections, as data shows a clear correlation between superior talent planning and company performance. The author presents five ways to design leadership development programs that work. By taking these steps, you can free up time, build institutional capabilities while building individual skills, and create a thoughtful plan for scaling your organization.
Benefits of Training and Development programs
- These programs, are usually designed to address commonly faced problems in the industry of respective roles. It can help enlighten your employees (to a certain extend) or even activate the creativity cells in them by hearing how others manage similar issues.
- Focus on scaling, not just growing: Growth and scale aren’t the same. In general, we think of growth in linear terms: A company adds new resources (capital, people, or technology) as its revenue increases. By contrast, scaling occurs when revenue increases without a substantial increase in resources. Understanding this distinction helped the health-tech company view leadership development through a new lens.
- Train in the real world as well as the classroom - Often companies are reluctant to “take people off the field” for development to avoid chances of work being delayed and so on. However, this growth was creating strain on every aspect of the business, from IT and logistics to merchandising and store management.
Cited, Harvard Business Review