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Strategic Training & Development: Empowering Your Workforce for Competitive Success

Learn about the importance of training & development in the workplace to stay competitive. Explore methods for Human Performance Improvement, performance analysis, cause analysis, and intervention selection.

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Strategic Training & Development: Empowering Your Workforce for Competitive Success

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  1. Training and Development in the Workplace Natalie Hebden CUNO, Inc. September 4, 2003 1

  2. Did You Know? • Eniac, the first modern computer, was built in 1944 and cost tens of millions of dollars. • It was larger than an eighteen wheeler and weighed more than 17 full size automobiles. • It used 140,000 watts of electricity while executing 5,000 basic mathematical problems per minute. • Today’s processors are built on a dime sized piece of silicon and weigh less than a pack of Sweet and Low. • A Pentium computer with 512MB of RAM & 40GB hard drive can be purchased for around $1200. • Modern computers use less than 2 watts of electricity, solve over 54 million advanced mathematical problems per second and do all this with color, sound and animation. 2

  3. Why is this important? • To remain competitive, companies must keep current with all types of technologies, including training. • Greatest strides in increasing economic competitiveness comes from the most critical resource: Your People!! 3

  4. CUNO, Inc. • Founded in 1912 by Charles Cuno. • CUNO designs, manufactures, and markets a comprehensive line of filtration products for the separation, clarification and purification of liquids and gases. • Defined segments of Potable Water, Healthcare, and Fluid Processing. 4

  5. To remain competitive, Connecticut businesses need: • Training & Development programs that addresses specific business challenges • Life long learners in the workforce • Collaboration with Educators, Business Associations, Unions, etc. 5

  6. Need T & D that addresses specific business challenges • Can’t just throw training at a problem! • Need to focus on Human Performance Improvement – HPI. • A set of methods, procedures and strategy for solving problems related to performance of people. • Includes performance analysis, cause analysis and intervention selection. 6

  7. Performance Analysis • Examining the organizations performance requirements in light of it’s objectives and capabilities. • Desired state - competencies and skills necessary to carry out organizations strategy and mission. • Actual state - current competency and ability level of workforce. • Performance gap - gap between two states – problem to be solved. 7

  8. Cause Analysis • Identify specific factors that contribute to the performance gap. • Typical interventions treat only visible symptoms rather than underlying root causes. • Critical link between identified performance gaps and the appropriate interventions. 8

  9. Intervention Selection and Design • Systematic, comprehensive, integrated (systemic) response. • Combination of interventions – multifaceted approach. • Based on cost effectiveness and overall benefit to organization. 9

  10. For more information on HPI: ISPI.org International Society of Performance Improvement 10

  11. Life long learners in the workforce • Education Assistance programs that encourage and support continued education. • Corporate funding for training & development initiatives – REGARDLESS of current Quarter numbers – long term view. 11

  12. Collaboration with Educators, Business Associations, Unions, etc. • Power of many. • Building partnerships that meet and support the needs of business and individuals. • Develop education programs that incorporate theory with real world. 12

  13. In conclusion • Need to embrace knowledge and technology to remain competitive. • Strategic Training & Development is a critical element. • Partnerships provide power of many in leveraging programs. 13

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