- Alan M. Saks, Professor of Organizational Behavior & HR Management, Centre for Industrial Relations & Human Resources, University of Toronto
- Anonymous, former Senior Training Manager, Large Telecommunications Company
- Anonymous, Senior Manager of Talent & Development, Large Professional Services Firm
- Colleen Philabaum, Director of Learning & Development, Worthington Industries
- Dr. Karie Willyerd, Head of Global Customer Education & Learning, SAP and Co-Author of Stretch: How to Future-Proof Yourself for Tomorrow’s Workplace
- Gerard Camacho, Director of Career Development, Parkland Health & Hospital System
- Julie Winkle Giulioni, Consultant, Speaker, and Co-Author of Help Them Grow or Watch Them Go
- Luis Alberola, Talent Strategy & Innovation, Owner, LA Consulting
- Michelle Ockers, Independent Learning & Development Consultant
- Leaders have left employees to drive their own development without providing direction or support, and without aligning development to organizational needs.
- Organizations position development as employee-owned, yet employees still feel like their needs aren’t being met, and many leave as a result.
- Organizations often have a lot of development opportunities, but don’t connect the right opportunity to the right employee.
- Development needs to be employee-owned and manager-supported, but also organization-informed to ensure that it meets the organization’s needs.
- Today, operating environments change quickly and organizations need to develop the competencies employees need both today and in the future.
Impact and Result
- Design an employee development program that builds the competencies the organization needs both today and in the future.
- Connect the right development opportunity to the right employee through an effective development planning process.
- Equip managers and build program support to foster continuous learning and development.
This guided implementation is an eleven call advisory process.
Guided Implementation #1 - Assess organizational needs
Call #1 - Review and prioritize competencies required based on internal and external analysis.
Call #2 - Identify employee segments to build custom development programs for (if applicable).
Guided Implementation #2 - Design the employee development program
Call #1 - Review assessment inputs and outputs.
Call #2 - Analyze existing development programs and activities and identify new ones needed.
Call #3 - Review the development planning process.
Call #4 - Review follow-up mechanisms.
Guided Implementation #3 - Build program support
Call #1 - Discuss integration of a dynamic learning mindset into the development program.
Call #2 - Review integration of employee development with other HR programs.
Call #3 - Review customization of job aids for managers and employees.
Call #4 - Review program goals and metrics to measure success.
Call #5 - Review action and communication plan.
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Assess Organizational Needs
- Design an employee-owned, manager-supported, and organization-informed development program.
- Identify goals, opportunities, and challenges associated with employee development planning.
- Establish the employee competencies and segments.
Key Benefits Achieved
- Use McLean & Company’s framework to build an impactful employee development program.
- Gather stakeholder feedback on development planning.
- Competencies prioritized.
- Employee segments selected.
Review organizational strategy and goals.
- Organizational strategy and goals reviewed
Generate insights from other internal data and focus groups.
- Insights gathered from internal data and feedback
Conduct a PESTLE analysis.
- PESTLE analysis completed
Review required competencies.
- Required competencies reviewed
- List of priority competencies needed today and in the future
Identify employee segments (if applicable).
- Employee segments (if applicable)
Module 2: Design the Program
- Choose assessment methods.
- Tailor employee development planning.
- Set follow-up accountabilities for managers and employees.
Key Benefits Achieved
- Assessment method determined.
- Development planning is adapted to employee needs.
- Accountability for development efforts throughout the process have assigned accountabilities.
Identify assessment method(s).
- Assessment method
Review development programs and activities.
- List of required development programs and activities
Customize the employee development planning process.
- Employee development process
Establish manager and employee follow-up accountability.
- Follow-up accountabilities
Module 3: Build Program Support
- Cultivate development resources for managers and employees.
- Align the employee development program with other HR programs.
- Action plan and devise program communications.
- Identify relevant success metrics.
Key Benefits Achieved
- Managers and employees have the support resources needed for development planning.
- HR practices support and align with development practices.
- Key actions and messaging planned.
- Metrics to measure success of the program set.
Brainstorm barriers and mitigation to a learning mindset.
- Barriers to mitigation identified
Equip managers and employees with tools and resources to support employee development.
- Employee and manager resources determined
Integrate employee development with other HR programs.
- Employee development and HR programs integrated
Create an action plan.
- Action plan
Identify key messages for communication.
- Communication plan
Set goals and metrics.
- Goals and metrics