Competency Maps are the best way to help employees self-direct developmental learning.
AMS was called upon to build progressive career paths for key leadership.
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 training was rolled out worldwide via the organizations existing corporate university. The roll out was viewed as extraordinarily successful as the training candidates were able to recognize immediate value application back to their jobs. The organization experienced the highest rate of return on training they had seen measured through lowered turn over and raised productivity.
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