{"id":2845,"date":"2019-05-19T20:39:51","date_gmt":"2019-05-19T20:39:51","guid":{"rendered":"http:\/\/hr4free.web-romandie.ch\/?p=2845"},"modified":"2022-08-26T12:39:21","modified_gmt":"2022-08-26T12:39:21","slug":"how-to-design-and-monitor-corporate-training-programs-sample-career-development-plan","status":"publish","type":"post","link":"https:\/\/hr4free.com\/en\/Employee-Development-Processes\/Individual-Collective-Development-Planning-and-Training-Programs","title":{"rendered":"How to Design and Monitor Corporate Training Programs – Sample Career Development Plan"},"content":{"rendered":"
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The aim of a training program is to develop employee skills in targeted manner, so as to mitigate the gap between each employee’s skills profile and the job requirements of the position they hold<\/strong>. This, however, has to be done in compliance with the more general goals embedded in the company\u2019s organizational strategy.<\/p>\n

Moreover, the priorities of any competency development program always derive from the organization\u2019s strategic goals and orientations.<\/strong> The development of employability skills thus contributes to corporate sustainability – which represents the main goal of any training (or development) process. Indeed, the final goal of any training program does not simply consist in building up the skillset of some individuals, but rather in developing their professional potential in an organizational context.<\/p>\n

Ideally, organizational development should incorporate 3 strongly interdependent concepts that make up the pillars of every HR development policy: Management Development programs (guidelines)<\/a>,\u00a0Management by Objectives (guidelines)<\/a><\/strong>\u00a0and Training programs.<\/p>\n

TOOLS<\/strong><\/h5>\n

The resources that have to be managed in the context of the management of any development process are of 3 types:<\/p>\n

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  1. Financial resources:\u00a0balancing of specific budgets, cost management<\/li>\n
  2. Technical resources:\u00a0material used, tools, infrastructure (booking, adaptation to the training\u2019s requirements\u2026)<\/li>\n
  3. Human resources:\u00a0management of internal and external resources (trainers and\/or internal or external experts)<\/li>\n<\/ol>\n

    Moreover, the diverse training methods employed (job rotation, coaching, seminars, e-learning, etc.) should take different elements into account, such as the training\u2019s\u00a0mission\u00a0and\u00a0goals, as well as the programs\u2019 contents and the participants\u2019 level of command.<\/p>\n

    PRACTICE<\/strong><\/h5>\n

    A competency development process (illustration)<\/a><\/b> should follow very well-defined steps, as outlined in the annexed document. A development plan should only be designed once an assessment of the development need has been performed.<\/strong> The development plan will include the following elements:<\/p>\n