Training Industry Quarterly - Winter 2010 - 18

TRAINERS PLAY A SIGNIFICANT ROLE IN THE TRANSFER AND APPLICATION OF KNOWLEDGE AND TALENT involved in the recruitment process, and they can serve as a reliable resource for discerning candidates’ strengths and weaknesses. Trainers will also then know where to start development once new talent arrives and can help employees gain a quick start for reaching peak performance. Employee On-Boarding and Orientation On-boarding processes that properly reflect an EVP help prevent new staff from experiencing buyer’s remorse about joining an organization. Traditional approaches to employee on-boarding are often conducted in an ad hoc manner, with no formal policies and procedures. Putting in place a process, including training, that reflects the EVP and shows direct ties between new employee roles and important business strategy helps alleviate the unsettling period of confusion and disappointment with new employees. Organizations that implement an effective employee on-boarding process tend to enjoy smoother operations and are more likely to reduce employee turnover caused by lack of growth and development opportunities. For example, implementing a systematic process of new hire orientation, on-boarding, business training, customer service training and sales training can rapidly develop a sales force in less time that a more traditional approach. This integrated approach with targeted training truly helps employees attain and sustain peak performance much earlier. Development of Ongoing Capabilities or Career Growth The development stage could take years to reach its natural conclusion. As a result, it can take the most time, attention and resources. Trainers and their attention to strategy-linked curricula and learning experiences lie at the very heart of this stage. Trainers should also be aware of how their work influences highly talented performers. Our research shows that talented per- Employee Departure formers share seven characterisDepartures can be delicate tics. These individuals: • Know their worth or market value. • Display the organizational savvy to identify those who hold key resources and how to successfully gravitate toward them. • Ignore corporate hierarchy. • Expect unencumbered, instant access to C-suite decision makers. • Stay well connected with highly active knowledge networks. • Demonstrate a low threshold for boredom. • Prefer to be led by a “benevolent guardian.” The first and most obvious outcome is to provide growth opportunities. One way to do this is to build a curriculum that allows for continued education, training and development throughout the career cycle. High-potential employees should also be exposed to the full range of activities, such as managing larger groups, launching major initiatives and leading critical turn-arounds. Training Industry Quarterly, Winter 2010 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ

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Training Industry Quarterly - Winter 2010

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