By Colin Barrow
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Extra info for Developing and Implementing a Training and Development Strategy (Training & Development)
In cases where the culture does not usually provide equal opportunities, the organization should be sensitive in the way that it explains why it intends to insist on equal opportunities being applied to all aspects of its operation and not just training and development. Good training and development can be very productive in helping to change attitudes and providing opportunities for development to those who might be denied such opportunities were it not for the fact that they were employed by the organization.
E. e. e. innovating. The training and development strategy needs to consider all three of the above. TRAINING AND DEVELOPMENT AS CHANGE AGENTS Doing new and better things (see above) requires those involved to accept and beneﬁt from change. Change almost always requires people to do something new, and this often means that they need to acquire new skills. ’’ Training needs to precede change and then run alongside it. If training only follows change it will involve a constant process of trying to catch up.
Some core competencies such as people skills, analytical skills, customer service, numeracy, and literacy etc. are generic to all organizations, THE STATE OF THE ART 53 whilst there are also technical core competencies that are organizationspeciﬁc. Core competencies represent the expertise that allows the organization to compete in the chosen ﬁeld. Any training and development strategy should have the development of core competencies as a fundamental objective. Core competencies are not static, but dynamic, and change as the organization and its environment change.