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Companies are seeking many ways to align restructuring as a process for growth. What makes them unique, what are the values of the organization, and what are the performance indicators that go along with those corporate values? These are the typical questions raised in the process of reengineering a company, and in designing training intervention through corporate academies.
During the 1980s and 1990s, in-house training was considered necessary in preparing employees to respond quickly to situations and to meet change management challenges. To this end, training departments focused on providing training just in time.
A significant part of a company's value consists of intangible assets, such as the value of employee competencies, and the special knowhow of key talent available. Nowadays, organizations have a system of business processes based on intellectual capital.
The first and foremost responsibility of a corporate academy is to convey to employees the goals and beliefs of the organization. It should instill in employees the need to have total involvement and a mind set towards change. It must be present in all departments and address their training needs and support development design. The academy also has to sponsor programs that suit departmental objectives. It should help the company build intellectual capital within the organization as well as throughout the business chain.
The academy can build rapport with other academic institutions to get an accredited program but it must be job-related. Employee participants will be identified through training needs analysis and performance feedback. Those employees must participate in the program if it is job-related. The identification of any accredited program should not be based on any job grade or level; it must be based on employee competency gap analysis. From a training point of view, gap analysis will help build core competencies throughout the organization.
• A company's intangible assets include employee competencies
• A corporate academy instills the need for total involvement
• Participants are identified through training needs analysis
Source: Dr. Pon Mohaideen Pitchai, Special to Jobs & Careers
The writer is a Dubai-based HR and Management Consultant