WHITE PAPER — OPTIMIZING YOUR LEADERSHIP PIPELINE INDIVIDUAL CONTRIBUTORS
According to a recent Aberdeen study, the most important goals identified for onboarding are to ensure that employees are engaged and assimilated into the company’s culture and to make them as productive as quickly as possible. (The Aberdeen Group, Onboarding: The First Line of Engagement, February, 2010.)
DDI’s Strong StartSM course helps to do all of the above. It provides new leaders and/or new hires with insights and a process so they can begin contributing quickly, get and keep them engaged in their job, and position them for current and future success within the organization. There are three strategies for successful onboarding:
Clear expectations—it’s important to understand specific information about job responsibilities, why those responsibilities are important to the organization, and how they relate to the organization’s key business drivers. Also, how success will be defined and measured.
Effective business networks/ Courageous Networking—Seeking the help of peers and others in the organiza- tion with assignments and projects will accelerate speed to proficiency more than any other activity. But seeking is only half of the networking; the other half is opening a mutual channel of sharing.
Powerful development plan—This is important to establish from Day One. It helps to build confidence, should focus on leveraging strengths, and should cover areas that need to be addressed in order to become fully proficient in the job.
DEVELOPING INDIVIDUAL CONTRIBUTORS
DDI’s research shows that effective individ- ual contributors influence through personal power, partner effectively with others, and are at the front line of building customer loyalty. But our research also shows that just half of those surveyed feel they are “very good” or “excellent” at interpersonal skills such as these. Development programs aimed at this level are important.They must pro- vide workable solutions for everyday and long-term business needs with these skills in mind and should focus on behavior change and competency development.
DDI research also shows that a variety of methodologies have the greatest impact on learning and development. Learners acquire skills and abilities through fast-paced, engag- ing, interactive activities such as simulations, exercises, learning maps, discovery learning, and job-relevant case studies. The right combination of classroom and web-based training, combined with online performance support and on-the-job learning experiences, will lead to a higher level of application, satisfaction with learning, and proficiency. Mixed methods also can reduce the cost of training. Several solutions play a part in developing essential skills in individual contributors.
Training and Development. DDI offers training through our Interaction Management®: Exceptional Performers (IM:ExP) series. Topics support the competencies and skills found in a Success ProfileSM, including communication, building strategic work- ing relationships, contributing to team
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