The advancement in the society has brought about a total change in the working processes of the corporate and business sector offices. On the other hand people have also grown smarter and clearer in their ambitions and goals. This all has been possible because of the increase in industrialization which has encouraged the youth to aim high and achieve top level grades and position in such organizations. People have one thing very clear that they cannot be average and have to be smart enough to tackle any issues faced and be proactive in their approaches when in an organization.
The company also is always on a look out for such dependable employees who could carry off their name and manage new tasks and undertake new and daunting projects. But the fact is that it cannot be possible until and unless employees get well trained in all the essential details, procedures, practices and other important information pertaining to the organization. Some highly trained and dedicated firms take the ownership to provide impeccable training to employees who can be the future leaders.

The ExecutiveLeadership training is very important from the perspective of the company. One of the main areas to focus is the curriculum evaluation of the training program which has the following purposes:
- To examine
the existing curriculum in light of current and valid competency
models and profiles, for ‘competency coverage’.
- To evaluate
the effectiveness and applicability of each learning resource in the
curriculum, and
- To improve
current training programs, as indicated by the evaluation.
Consultants and practitioners in the training and development field have used competencies and contemporary models for many years as an effective tool for creating a learning system. Some of the characteristics include:
- To gain
greater focus on integration and improvement of the work process
- Increased
demands of people to acquire and demonstrate new behaviors and
skills, and
- A Focus on
the organization’s people as the source of competitive advantage.
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