Today’s changing environment requires that we rethink our initiatives and focus on development in ways that we have not considered fully in the past. However, we also need to recognize that the need to change alone does not provide justification for abandoning everything that we have done in the past.
Traditional questions in the area of employee development include, but are not limited to, the following areas:
- How much development should be provided for the current job and how much for future positions?
- What is a training issue and what is a line issue?
- How do we prepare employees to perform their jobs in the future during times of change and changing responsibilities
- What is the best use of your training and development resources?
- How do we tie development to competitive advantages?
While there is no set answer to these questions, I believe there are answers, answers that can be found through dialogue, contemplation and planning. It is my hope that process and options can be developed to provide a means to begin finding these answers as each of us embraces the emerging culture with its attending responsibilities.
There are four main areas of training responsibility in a generation environment:
This is any type of training that an employer has to do to meet requirements imposed by the regulations of government entities. These entities could be, but are not limited to: OSHA, DEC, State, etc. The required training could also be as a result of a legal and binding settlement. Basically, this training is the type of training that if you fail to comply, you could suffer a monetary penalty.
This is any type of training that an employee needs to have in order to become competent on the theory, equipment, systems, or operation of the variety of generating facilities you operate. This could be, but not limited to, training in the following areas: mechanical, electrical, instrumentation, operations, relay and control, communications, computer skills, design, engineering, and any professional area, etc.
Leadership and Management Development:
This is any type of training that an employee needs to be come a more effective manager, supervisor, or lead technician. This could be, but not limited to, training in the following areas: supervisory skills, time management, project management, leadership, coaching, etc.
This is any type of training that an employee needs to become more understanding and effective in their day to day decisions as it applies to the core business. This could be, but not limited to, training in the following areas: finance, accounting, budget, economics, ISO issues, market issues, customer issues, how their work impacts financial performance, etc.
Those four areas contain a lot of training needs when evaluated across the employee base at your facility. After clearly identifying your specific needs, the next step would be to focus on meeting those needs.