By Colin Barrow
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Extra resources for Developing and Implementing a Training and Development Strategy (Training & Development)
DISTANCE In the ExpressExec titles Managing Diversity and Training and Development Express there is information on a highly successful partnership between British Airways and a number of academic institutions to deliver management training across the airline’s global network. In the 1990s, General Accident (now part of the Norwich Union insurance group) ran an annual management development week for selected members of staff across its global network. In both the above cases there was a need for staff to travel, often long distances, to access at least part of the program.
Not surprisingly, the ability to remove distance as an obstacle to THE E-DIMENSION 27 training and development has attracted the interest of both private and public sector organizations. The Institute is able to offer a high quality management development program (validated by the UK Institute of Management) as either a company-based or public-access program. Small companies or those with staff scattered over the remote area of the Highlands and Islands can access development without incurring huge time and ﬁnancial costs.
The introduction of a new product range may lead to the setting of a training and development objective as shown in the following example (note: for the purposes of demonstrating C-SMART, a single example of a training and development objective is used for demonstration purposes): EXAMPLE An organization has an overall strategy of gaining increased market share in a particular market. The way it intends to do this is by introducing a new product – product X – into that market in six months’ time.