Emerging Trends in the Workplace Series CULTURAL DIVERSITY: Training Essential Elements of Organizational Effectiveness Wednesday, July 22, 1992 ■ 1:00 p.m. - 2:00 p.m. Dining Room L O O A comprehensive analysis of the training program was performed resulting in an emphasis on Training's mission to improve the effectiveness of employees in their current jobs. The Senior Management Committee endorsed training Training activity was broadened in 1991, with activities ranging from basic skill training, to more focused client-specific training and tailored courses. 1991 saw an increase in the amount of training activities. This increase represented a wider variety of training activities and reflected the initiative to improve the quality of training at the Board. Analysis The breadth of training-related activities expanded and was different, in many respect, from past years. Last year's efforts included a comprehensive reexamination of the training program, a refocused strategic direction, the tailoring of training services, the development of client-focused training programs, and a continuation of basic training. The quality and quantity of training activities reflect the substantial effort put into Training. During the first half of 1991, a great deal of effort was focused on evaluating Training. This proved necessary, since the needs of the organization were changing. While basic training (Professional Writing, Dynamics of Briefings, Effective flexible in tailoring training and development activities for specific divisions. Training activities themselves are now being used to gather more information regarding additional training and development needs. Executive Development received increased attention during 1991. A video-based seminar addressing leadership was conducted for Board officers. This seminar involved six separate seminar sessions and culminated in a seminar discussion with the creator of the series, Professor John Kotter of the Harvard Business School. Another executive development program on Theories of Performance Motivation was tailored to meet the needs of officers and managers in the economic divisions. To help new managers and supervisors, Training developed an orientation package for new managers to provide useful information in planning their own and their staffs' development. In addition, it is intended to build a sense of camaraderie among managers. Training also worked closely with IRM to provide academic courses on site to upgrade the technology skills of staff and to address the changing skill requirements of distributed data processing. Based on IRM's need to have highly skilled and knowledgeable people, Training worked with this division to develop a relationship with a local university. This relationship includes an agreement to hold college-level classes on-site. This program should help IRM meet their upcoming challenges. 1 This The total number of training courses taken in 1991 increased noticeably by 14.8 percent to 3,146 courses. increase in course incidents is a sharp contrast to the dramatic decline (52.9%) experienced during 1990 (2,741 course incidents). The amount of course incidents, while not nearly as high as the number of course incidents in 1989 (5,815), which included intensive Compensation and PMP training, represents the second highest level of training incidents over the past five years. Last year's higher level of training incidents is notable for two reasons. First of all, last year's training was much more varied than the training offered during any of the last five years. Secondly, very little training occurred from January 1991 through June 1991 because of the training analysis. There was a Staff training incidents in 1991 increased 23.6 percent over 1990 levels (2,426 to 1,963). This increase was noticed in all types of training. Academic Assistance incidents increased in 1991 over 1990 levels by nearly 25 percent. dramatic decline in the number of managerial/supervisory course incidents (nearly 52 percent, from 481 incidents in 1990 to 232 incidents in 1991). This decrease is due in part to the fact that management training was discontinued in the first half of 1991 due to the training analysis and there was not a repeat of the PMP/Compensation reinforcement training that occurred in 1990. Executive development increased modestly in 1991 (6.7 percent), from 178 incidents in 1990 to 190 incidents in 1991. |