To Find And Keep Good People is the key to success. Your organisation needs to be aligned for greater performance, profitability and engagement.
Speed To Competency provides a Blueprint that covers the employee’s contribution from joining the organisation through to long-term meaningful career pathways that continually add value to the organisation’s vision and purpose.
Speed To Competency In 3 Steps:
Step 1: fact-finding, data collection to examine your current talent management and development process (3 – 5 days)
Step 2: analyse data on your existing performance and engagement measures (inc. turn-over/exits, satisfaction, productivity/quality, customer feedback etc. (3 – 5 days)
Step 3: tailor the STC framework (aligned with strategic objectives/measures, ROI, culture style/language etc) to your organisation’s strategic purpose and vision: (6 – 10 days)
Implementing Speed To Competency
Once the STC framework has been developed, we will assist you in its implementation:
Train the Trainer – sessions to support your trainers and managers deliver STC for optimum effectiveness
Fully Supported Roll-out – phased handover of STC framework process to build confidence, consistency and reliability in the new working methodology
- Position effective talent development as a strategic capability within the organisation
- Design a structured, cohesive talent development programme that aligns with strategic objectives
- Understand the different ‘Learning Curves’ for people development whatever their point of entry
- Integrate best practice development into your organisation’s purpose and culture
- Increase engagement and motivation through clear expectations and commitment to common objectives.
- Equip leaders and managers to be effective role-models and coaches, creating a culture that obsesses over inputs as much as outputs
Depending on the size/diversity of your organisation, implementing STC could cost less than the average salary of one person – and be initiated within one month – driving transformational change throughout the entire organisation one step at a time.
When solving problems a common mistake is to do things the wrong way round, that is to spend too much time (and often money) on possible resolutions rather than the problem itself. Resolution searching feels like problem solving but it isn’t really, no more than agonizing over a new item of clothing is going to solve the problem of not having any friends.
Effective problem definition is critical to being successful in solving problems. Physicist Richard Feynman is supposed to have developed the Feynman Problem Solving Algorithm;
Write down the problem.
Think very hard.
Write down the answer.
This seems factitious, but on closer examination it makes a very serious point. Writing down the problem involves deciding what is is and what it isn’t. It requires the separation of symptoms and causes and understanding their relationships. It also forces a proper confronting of the problem rather than talking about it in nebulous terms.
Then comes the tough but fun part – thinking very hard. Thinking productively requires the courage think divergently, to allow abstractions and adjacencies to wash around the written problem. To apparently not be thinking directly about the problem at all. This mode needs to transition into convergent thinking to bring the relevant thought and ideas to bear on the problem. Rapid and frequent iteration of these early ideas is required sometimes the only next step is to start from scratch because the thinking is led to dead-end. Sometimes these cul-de-sacs are no more than false endings, barriers that can be broken through allowing you to connect to the next piece of the solution map.
Soon (or perhaps later) you will be ready to articulate the answer , and write it down for testing. Often you will have to go back, sometimes all the way the problem definition and begin again. Great problem solvers don’t see this as failure but as part of the process.
Go problem solve!