Chief Learning Officer - January 2009 - (Page 21) Take the example of Company X, which has a significant development initiative for high-potential leaders. This program has shown visible impact for participants and their managers. As the economy enters a soft period, Company X opts to cut spending for the coming year. How will this initiative be changed to compensate for this cut? Should the program be eliminated for a year or two? Should it be adjusted so it’s less intensive? In the end, a decision is made to retain the initiative at its current level of intensity, but to offer it to fewer individuals. Let’s look at the impact of this decision: • The nomination criteria for the program are strengthened. This results in more in-depth discussions by senior leaders and managers about who should attend and increases the value of this initiative in the minds of these influential individuals. • Chosen participants benefit from the same highquality program as participants from previous years, and any feelings of being cheated by having to settle for a second-rate version are avoided. • Management takes the opportunity to communicate to those who didn’t make the cut. They’re told of the reduction in slots this year and are reassured they will be reconsidered for participation the following year. They are disappointed they won’t get to attend this year, but are glad that when their turn comes they will not get a second-rate version of a program that has become well-respected. • Those who did make the cut are told they were among a smaller group chosen, leading to a clear understanding of the company’s desire to retain them over the long term and even more accountability to put what they learn into visible practice. In this way, a spending cut ends up positioning the company to reinforce its commitment to a development program that really makes a difference. Most companies tell their employees that they are the firm’s most important asset. Company X found a way to walk that talk. Ensure All Training Efforts Are Critical to Continued Business Success The key issue here is deciding what behaviors, industry gatherings and activities are truly critical to business success. When budgets are cut, learning and development managers need to ensure a clear line of sight exists between training efforts and the value they provide for the business and its customers. A good example comes from the manufacturing sector: A downturn is not the time to scale back training on quality or safety techniques. Any refinery manager will tell you the same thing in a heartbeat. Chief Learning Officer • January 2009 • www.clomedia.com 21 http://www.clomedia.com
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