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Supplemental Training  |
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| The DELPHI Group has extensive experience in the design and delivery of leadership, management and supervisory training and in 'training trainers' as part of building in-house capability. Example training modules:
The importance of context: Training context refers to being very clear about the connection that a given training process has with other important aspects of the business or organization. The purpose of training must be clear to all involved. Building skills through training should directly relate to job or role functions and to creating a culture that is part of the organization's long-range strategy for success. This is one of the reasons that training is value-added when done with groups that are part of the same organization. In addition, having a specific follow-through and reinforcement process is essential to applying skills and learning from training. Example of a Supplemental Training Initiative A service company grew through acquisitions from 2 to 7 locations. A strategic growth plan was established and several initiatives were underway to unify the overall management of the company. Cross-functional Mission teams were established at each location to serve as a steering group in development of core capabilities. Part of this process identified a wide range of management and supervisory skills and the need to build a common set of skills that was essential to leading and managing in a way that was consistent with the overall goals and the intended culture. A series of training workshops was scheduled over a 2-3 year period that eventually involved over 80% of the companies supervisory and management personnel. Workshops were concentrated into 4-day sessions and were hosted by each of the 7 locations. Attendance in a given workshop was cross-location, cross-functional and cross-management level by intent. Thus, each workshop included a 'diagonal slice' of the entire company. This helped satisfy one of the workshop objectives of bringing different parts of the company together and building resources across locations. It also fully demonstrated top management commitment to the work since top managers, including the President, attended as participants in various sessions. The training was designed so that participants worked in various small teams on different tasks related to training topics. By the end of the session each participant had worked on at least 10 different small teams, supporting the intent of building cross-location relationships. Actual training topics include: Interactive Communications skills, Giving and Receiving Feedback, Coaching, Setting and Managing by Goals, Decision Making and Problem-Solving, Building Consensus, Facilitative Leadership processes and building effective teams and groups. Each session included identification of actual challenges at each location and the session used this forum to enable participants to develop follow-through plans that were immediately applicable. Also, designed into the training were presentations by the Company President on the Mission and strategic intent of the company, the VP of Sales presented current data on sales and market results and challenges and the VP of Human Resources conducted a workshop on personnel policies and issues. Thus the training met several simultaneous objectives associated with building an integrated organization and a consistent philosophy as well as developing a common information base. This initiative illustrates the value-added nature of doing training in a 'context' of larger organizational needs. This adds meaning to the training and enables more effective use of skills that are developed. |
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Facilitative leadership skills