Training Industry Magazine - May/June 2017 - 29

By Vince Eugenio, Ph.D. and Karen Spataro Sieczka

THESURROUND
S Driving
T ROrganizational
A T E Capability
G Y toMBusiness
O DImpactE L

TALENT DEVELOPMENT
INITIATIVES MAY FULFILL SOME
ORGANIZATIONAL OBJECTIVES,
BUT LONG-TERM SUSTAINABILITY
OF THESE INITIATIVES IS AN OFTEN
OVERLOOKED VARIABLE. APPLYING
THE SURROUND STRATEGY MODEL
TO VIEW INCOMING REQUESTS
THROUGH FOUR ORGANIZATIONAL
LENSES OF CULTURE, CAPABILITY,
COMMITMENT, AND CONTAINMENT
CAN MEAN THE DIFFERENCE
BETWEEN SIMPLY OFFERING
TRAINING INITIATIVES
AND CREATING REAL BUSINESS
IMPACT. THE SURROUND STRATEGY
MODEL MOVES BEYOND A
FOCUS ON INITIATIVE DELIVERY
AND PROVIDES A ROBUST
FRAMEWORK TO DRIVE INCREASED
SUSTAINABILITY AND IMPACT.

Reaction Equals Inaction
Many talent development professionals
work diligently to align their work with
business goals. At times, hasty reactions
to "urgent" training requests can often
derail the thoughtful consideration
needed
for
prioritization
and
sustainability. This rush to fulfill requests
can result in missed opportunities that
demonstrate value to the organization.
A
performance
consulting-based
approach, first understanding barriers
to performance and then addressing key
leverage points, can drive sustainability
and ensure impact.
Employing the Human Performance
Improvement (HPI) Model to help
identify barriers to performance,
applying governance to select the
right initiative, and then using the
Surround Strategy Model to drive
adoption and sustainability, creates
a synergistic formula for success.
Moving organizational requests for
training and development through
governance ensures the right things get
done. Viewing the approved initiative
through the lens of culture, capability,
commitment, and containment provides
a rich opportunity to engage executive
sponsors in thinking through how the
initiative will be sustained and the impact

measured. Working through crossfunctional partnerships, success enablers
like compensation, talent acquisition,
competencies, and/or performance
management can be leveraged.
Greater business impact opportunities
can be gained through this collaborative
approach by creating partnerships
between
departments,
such
as
executive sponsors, human resources
business partners, talent acquisition,
talent development, compensation,
etc. Each of these functional areas have
access to enablers that can be used
to support the sustainability of the
initiative. Sounds like common sense,
so why isn't this standard operating
procedure for organizations?

A Perception of Need
Oftentimes,
talent
development
initiatives start based on a perception
of need, rather than an adequate
understanding of the real barriers to
performance. For example, an executive
makes a unilateral decision about the
solution for fixing a "problem," or perhaps
there's leftover budget available. Then,
a learning leader feels compelled to
show responsiveness to all requests by
doing "something" to quickly address
the requests. This unspoken sense of

T R A I N I N G I N DUSTR Y MA GAZ INE - MIND THE GAP 201 7 I WWW . T RAININGINDU S T RY . C OM/ MAGAZ I NE

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Table of Contents for the Digital Edition of Training Industry Magazine - May/June 2017

http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20191112
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190910
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190708
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190506
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190304
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190102
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20181112
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180910
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180708
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180506
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180304
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180102
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20171112
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170910
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170708
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170506
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170304
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20171112_se
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20161112
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016fall
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016summer
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016sales
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016spring
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016winter
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015outsourcing
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015fall
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015summer
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015leadership
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015spring
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015winter
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014fall
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014summer
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014spring
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014winter
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013fall
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013summer
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013spring
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013winter
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012fall
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012summer
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012spring
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012winter
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011fall
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011summer
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011spring
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011winter
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010fall
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010summer
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010spring
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010winter
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009fall
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009summer
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009spring
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009winter
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2008fall
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2008summer
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2008spring
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