‘On the Spot’ Effectiveness that Translates Strategies into Business Results
An Espoir worldwide Initiative
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Member: American Society of Training & Development
An Espoir Worldwide Initiative
Espoir was founded in 2005 by a team of industry professionals working with leading global companies specializing in Technology, Engineering, Human Resources, Finance, Arts and Management .
We create innovative, cutting-edge skill-building programs that help people learn automatically, and also bring them out of their “Unconscious Incompetence”. We develop new methodologies & technologies for this.
We are passionate about what we do. We are happy with our creations because our users are satisfied with what they achieve in real life situations as a result of trusting our products and programs.
We don’t advertise. We believe, if you are really in need, you would search and find us. We also believe, ultimately, you are responsible for your future. We can sincerely help. Let us meet on ‘Let’s Meet’ page.
It is important that ‘needs analysis’ for education and training be based upon individual performance appraisals and developmental plans created for each type of employee.
Performance appraisals, or employee reviews, are useful tools for employee development initiatives. Performance appraisals can identify a company's top performers to ensure the most productive delivery of pay raises and promotions. Employee reviews also can reveal areas of weakness and potential improvement in your workforce, helping to identify training needs. Continually updating training programs based on performance appraisal feedback can boost your workforce's productivity and efficiency over time.
Another important point to be considered is the Succession plans. It can provide key data to be used for training needs analysis.
You might ask, how employees' input is sought for the needs analysis process. This does not mean that you should do a survey to find out which courses employees want to take. Instead, employees must involv in needs analysis through the techniques like job and task analyses. It is impossible to conduct a thorough training needs analysis without involving employees.
There are companies that form training committees of managers and employees from different parts of the organization. These committees help the training department to define training needs and actually design courses. It is certainly not necessary to form training committees, but you do need to have some method of obtaining employee input in identifying training needs and developing materials to be used for education and development.
‘Quality’ contribute to your customers’ view of your organization and thus also are important parts of organization’s competitive positioning.
Therefore, quality means much more than reducing defects and errors, merely meeting specifications, or reducing complaints. It is a strategic concept. It is directed toward customer retention and loyalty, market share gain, and growth. It demands constant sensitivity to changing and emerging customer and market requirements and to the factors that drive customer engagement. It demands close attention to the voice of the customer. It demands anticipating changes in the marketplace. Therefore, customer-driven excellence demands a customer-focused culture and organizational agility.
In the face of increased competition compounded by globalisation, the challenge facing many companies is the need to develop a competitive advantage that will secure and grow its market share. ChiefMentor programs try to develop the concept of customer satisfaction as the means to create that competitive advantage.
Customers today are more demanding and are exposed to wider choices. The challenge facing management is to define strategies to "delight customers" - customers do not just want to be pleased they want to be delighted, they want to feel that the company exists to ensure that their expectations are not only met, but exceeded.
ChiefMentor programs shows how quality could be an important strategy to enhance customer satisfaction.
"Organisations are constantly on the alert to gain a competitive edge, using the many tools that have long been touted as a way to beat the competition. Yet, despite the focus on innovative ways of making products and providing services,
there remains one constant: organisations that produce better quality products and services than their rivals beat the competition time and again"
It is important to develop a systems perspective for managing your organization and its key processes to achieve results— and to strive for performance excellence. However, successful management of overall performance requires organization-specific synthesis, alignment, and integration.
Synthesis means looking at your organization as a whole and builds on key business attributes, including your core competencies, strategic objectives, action plans, and work systems. Alignment means using the key linkages to ensure consistency of plans, processes, measures, and actions. Integration builds on alignment, so that the individual components of your performance management system operate in a fully interconnected manner and deliver anticipated results.
A systems perspective includes your senior leaders’ focus on strategic directions and on your customers. It means that your senior leaders monitor, respond to, and manage performance based on your results. A systems perspective also includes using your measures, indicators, core competencies, and organizational knowledge to build your key strategies. It means linking these strategies with your work systems and key processes and aligning your resources to improve your overall performance and your focus on customers and stakeholders.
As ChiefMentor programs suggest, a systems perspective means managing your whole organization, as well as its components, to achieve success.
Therefore, innovation is top of mind for executives in nearly every industry. Increasing globalisation, new technologies and rapid changes in rules and regulations constantly reshape the competitive landscape, even for industries that once seemed stable, such as the automotive industry. To respond to this chaotic and continuously changing environment, organizations are placing a premium on innovation.
A major success factor in meeting competitive challenges is the design-to-introduction (product or service feature initiation) or innovation cycle time. To meet the demands of rapidly changing markets, organizations need to carry out stage-to-stage integration (such as concurrent engineering) of activities from research or concept to commercialisation or implementation.
Now a days the question is not about the need of innovations. The question is about the speed in which you can innovate. Or, innovation cycle time.
Who wants a delayed innovation? Like few nano-seconds can differentiate the winner in a 100m dash, delay in innovation can cause terrific damage to your company’s competitive advantage, and market position. In some markets early bird gets the opportunity to eat everything.
ChiefMentor programs demonstrate that all aspects of innovation now are more critical, and cycle time has become a key process measure. Other important benefits can be derived from this focus on innovation; time improvements often drive simultaneous improvements in work systems, organization, quality, cost, supply-chain integration, productivity, and sustainability in a challenging economy.
In a fiercely competitive world, where dog eats dog and cat eats cat, and multiple crises in world economy, selective and affordable executive education is necessary and important. With good quality but prices being high, professional learning needs to show its relevance in organizations around the globe. Vendors of these education programs must formulate the differentiation in their approach. Whether it is the preparation, the execution of a program, the distribution of newest research results or the bet on an education’s return on paid investment, learning institutions will need to deliver on their promises.
Hence, significant value can be added through:
An honestly customized program delivers on its promise in genuinely supporting its corporate client and at the same time thoroughly underlining the pure professionalism of its architect.
According to participants, that is what exactly ChiefMentor programs do.
A role model is someone who serves as an example, whose behaviour is emulated by other people and consistently leads by example. Many of us have leadership roles, even though we see ourselves as specialists or professionals, yet we have probably never received guidance on how to set the example for others to follow.
Role modelling is a part and parcel of the way organisations function and for excellent organisations to succeed, yet it is often an implicit and unrecognised activity. All of us would do well to understand more about role modelling and to develop ourselves as role models: it encourages behaviours which lead to a more effective organisation and helps us to be more aware of ourselves.
Leaders who are good role models not only pay attention to their individual acts, they encourage teamwork and co-operation, support others in their growth and development, and recognise the positive behaviours and attitudes they display.
A good role model will facilitate the kind of organisation where other people learn from each other and change over time.
We should design training interventions, whenever possible, from a starting-point that is already of interest to the learner, incorporating themes and activities that the learner finds stimulating. Imposing a learning process that inherently alienates learners is hardly learner-centred.
Once you acknowledge that there are different ways of learning, it’s a short step to recognising different learning styles and learners’ preferences for approaching learning in different ways.
And there is a wealth of research into the related fields of emotional intelligence, neuro-linguistic programming, left versus right brain, and the us e of the whole brain.
What is common and clear is that there are different ways of learning, different learning styles, and learners have different preferences. Yet we continue, in the main, to organise training interventions using the same old methods, as though the method of delivery is somehow apart from this thinking, and is of no great importance to the process of learning.
Achieving the highest levels of organizational performance requires a well-executed approach to organizational and personal learning that includes sharing knowledge via systematic processes. Organizational learning includes both continuous improvement of existing approaches and significant change or innovation, leading to new goals and approaches.
Lucy Cheng, General Editor
Snehal Joshi, Editor
Arthur Wood, Mentor, Texas
Maria Youngs, Consultant, Idaho
Amy Stein, Mentor
Stephanie Martens - General Editor
Angela Walsh, Senior Editor