Organizational Competency Matrix and Career Path Learning
Building a dynamic learning organization and all of the support mechanics to foster personal and organizational growth.
Build a career based progression model that encompasses all operational areas of the organization and underpinning skill sets that align to the roles and responsibilities. This program needs to synchronize with the performance management process and provide a toolbox to the learning managers so they can guide employees to skills training in line with their growth trajectory.
The client is an international manufacturing organization with plants in 4 countries and the U.S. Each manufacturing plant employs 4,000 associates who manufacture technologically advanced air filtration systems via a proprietary patent.
The client needed to maximize their training dollars by aligning specific content to job titles and career paths. The training needed to be delivered via a blended model and constructed to provide measurable results via a pre and post assessment process aligned to performance metrics for each job classification.
AMS partnered with the client to produce a “career path road map” that illustrated the advancement path most common to primary job positions. Once this map was created we worked with the team to align correlating competencies at both the job and performance level, thus allowing for employee awareness of expectations and usable measurement criteria for HR assessments. The career path road map and competency matrix were then combined within an assessment and set against a training curriculum to begin aligning the “base-line” for training candidates to enter the curriculum. This entrance point criteria allowed managers to best position associates for immediate training benefit via a customized curriculum that aligned with their personal development needs. The curriculum itself was constructed using our Case Based Learning Experience, (CBLE) model and was customized to align fully with the organizations culture, Lean Manufacturing environment, ISO and Six Sigma requirements. Each Program was unique as it also adopted principals from the most current business books using them as a supplement to the core course materials.
The client was able to realize better uptake of the training programs across the enterprise. More critically, managers were using the road-maps to guide developmental stages with their teams. The teams were openly sharing experiences and self promoting training they felt was useful. After the integration of the process for training selection, alignment to need and tie back to coaching an mentoring, the organization was experiencing higher productivity, higher moral and lower turnover. learning had become a value add because it was producing results at the individual and organizational level.
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