| As we hear rumors of the eventual upturn in the global | | | | Third, consider management training. Most likely, there |
| economy, organizations are beginning to emerge after | | | | has not been a great deal of this while the organization |
| taking cover and taking drastic action during the | | | | was in a contraction. But how can the training |
| downturn. Many organizations will never operate the | | | | department, when budget allows, tackle management |
| same again, and many are looking for ways to absorb | | | | training for the new environment? Focus programs on |
| the lessons learned and move forward with new | | | | how to manage effectively and efficiently. Try to hone |
| structures and operations. How can the training | | | | in on how managers can be on the lookout for new |
| organization help during this time of stepping forward? | | | | ways of doing things - and how they can manage |
| There are several areas on which to focus and | | | | from the perspective of the bottom line. As managers |
| change training - and ensure that the organization | | | | start working in this fashion, the people who report to |
| continues to move forward. | | | | them will also work in that fashion. The entire |
| First, take a look at the new hire situation. Many | | | | organization will be looking for ways to operate |
| organizations are on hiring freezes or may still be | | | | efficiently and with cost in mind. |
| involved in layoffs. But some organizations are in | | | | Fourth, look at how your organization is affected by |
| constant need of new hire employees, especially on | | | | compliance, ethics, whistle blowing, or regulation. Some |
| the front lines. If your organization has high turnover or | | | | industries are in a complete uproar where these issues |
| simply continues to hire, look at the training that was | | | | are concerned, and some are not. But wherever your |
| offered for this group during the times before the | | | | organization stands, get executive buy-in on programs |
| economic downturn. How much of the information was | | | | that teach how to comply, what ethical standards are |
| truly "need to know"? Did the training integrate | | | | required, and how to report perceived ethics issues |
| efficiencies such as e-learning and on-the-job | | | | without fear of retribution. Many organizations did not |
| programs? If not, take the time to revamp these | | | | focus on these issues, especially ethics, before the |
| programs to make them as efficient in delivery and | | | | economic meltdown. And unfortunately a few unethical |
| subject matter as possible. Did the material focus on | | | | actions caused a great upheaval in the way the world |
| how to do the job efficiently? Try focusing the training | | | | does business. Training can help an emerging |
| itself on efficiency and see how well the new hires do. | | | | organization operate "above-the-board" in the new |
| On top of this, remember to evaluate the new | | | | environment, along with efficiency and cost |
| program in order to clean it up and keep it as | | | | effectiveness. |
| cost-effective as possible. | | | | Finally, and again if and when budgets allow, focus |
| Next, have the organization's leaders received training | | | | some training on retention and career paths. Training |
| over the period of economic uncertainty? In many | | | | can be a vital partner in teaching and retaining |
| cases, the leadership pool has been hard at work | | | | employees at all levels, especially if those employees |
| trying to keep the organization together. Be sure to | | | | are given a way to advance, expand their knowledge, |
| look at the formal training programs for leadership and | | | | and broaden their competency and appeal to other |
| start working on how to include them when the budget | | | | areas within the organization. Consider how to |
| and economy allow. But again, look for ways to | | | | disseminate information on career paths and career |
| address the new shape and face of leadership going | | | | tracks efficiently, such as through on-the-job programs, |
| forward. How can the organization's leaders provide a | | | | "brown bag" lunch programs, e-learning and Internet, |
| role model in the new environment? What has | | | | case studies, and self-paced interventions. Make the |
| changed for them since the economic downturn? | | | | requirements for career path and advancements |
| What leadership tools will be most useful for the | | | | available to all associates in the most effective and |
| organization and its leaders? Focus any formal | | | | cost-efficient manner. You'll find that retention may |
| programs on these aspects of leadership and you'll be | | | | increase along with satisfaction. |
| able to show efficiency. In addition, you'll be able to | | | | Organizations that are emerging on the other side of |
| prepare and retain leaders for the organization and | | | | economic crisis certainly have an uphill battle. Training |
| how it is emerging in the new economy. As always, | | | | departments can focus on these aspects and partner |
| keep a focus on championing change, looking and | | | | with the rest of the organization during the difficult |
| listening for efficiency, and keeping an "open door" for | | | | transition. |
| subordinates. | | | | |