The Optimized People Development System

What if Outsiders Saw Our People Development System?

Written by

Tim Waldo

in

If a group of strangers asked to visit your manufacturing facility to learn about your training and development efforts, what would they discover? How would you explain your organization’s approach to training and development? Would the collective attitude toward learning be evident as they walked around?  What would they learn from talking with trainees and trainers? Such a scenario could be exhilarating and validating. On the other hand, it could be challenging, possibly even embarrassing.

Last month I was part of a group that visited six manufacturers, some large and some small, in Munich, Germany. Like so many before us, we wanted to learn about their much-vaunted dual training approach known as the Vocational Education and Training system. The companies welcomed us in, as did other system partners. They were gracious and eager to share.

Switching Places

The trip was co-sponsored by the American Council on Germany and by MAGNET. We were a collection of workforce development professionals mostly from a dozen Manufacturing Extension Partnership centers around the US. After the exploration, I wondered what would happen if the roles were reversed. What if it were my company and our people development system that a group of professionals wanted to see?

Over our week-long exploration of these companies, we saw fully equipped, well-organized, and dedicated training areas with ongoing projects that young apprentices (some only 15 years old) had been working to complete. Conversations with several of these learners revealed a growing connection to the company and to the people investing in their futures. Would they see that level of investment if they came to my place?

Seeing More

We learned about requirements for trainers and how they are supported. We saw how the companies connected to the greater workforce development system. Leaders, from the C suite to the production teams were passionate about training the next generation. Would my visitors see such enthusiasm for developing people?

Learning and development are valued at many different levels. In their view, this long-term endeavor connected individuals to teams and teams to industries. To our German hosts, these traditional educational efforts are important because, ultimately; they connect communities to the nation’s interests. Would such a level of appreciation for the overall impact of people development be evident in my facility?

Walking around each factory, we experienced a bit of their cultures. In every instance, there were positive attitudes toward learning. In some cases, about half of the existing workforce had traveled the same type of career development path, which no doubt helps form bonds and provide encouragers for the apprentices. Clear development pathways were the norm. The level of commitment to learning was high and very consistent. Would my company culture send the same messages?

Self-reflection

These German companies let outsiders peek under the hood of their people development system. Undoubtedly, the whole German system drives the success of the VET process. However, inviting people in to see your operation is much more up close and personal. I don’t actually lead a manufacturing company, but I suspect it requires some serious self-reflection beforehand.

Opening up your internal system for inspection and critique requires a certainty that the system is working well, that the tools are effective, and the performance is reliable. The confidence to throw open the cupboards would have to be based on clear successes and on knowing that the system is capable of serving future needs. It would take faith in your team as well. If visitors talked one on one with learners and trainers the strengths or weaknesses of the system could be exposed.

Optimization of the PDS is the pursuit of answers to questions that force us to look closely at the whole system and its performance. Seeing it from the perspective of others is a good exercise. If it validates our beliefs and our actions, great. If sharing some aspects of our system makes us uncomfortable, these are the areas that need attention.

What would other professionals see if they looked closely at our PDS? Maybe we should invite them in and find out. But, only after we’ve looked through the cupboard ourselves!

Image by Tumisu from Pixabay 

Comments

2 responses to “What if Outsiders Saw Our People Development System?”

  1. orderthought Avatar
    orderthought

    Sounds like an awesome trip and learning opportunity! It takes some courage and confidence for a company to “open-up” as did those Germany businesses. As you wrote, “Opening up your internal system for inspection and critique requires a certainty………” They obviously valued their employees and recruits enough to invest in their training and development. Your blog’s focus on the internal PDS seems appropriate. However, I want to broaden that focus.

    The third paragraph under Seeing More speaks to culture: “The level of commitment to learning was high and very consistent. Would my company culture send the same messages?” That is a critical question. During my career, I experienced many organizations that had effective: vocational/apprenticeship programs; orientation/skills development programs; training and development programs; etc. But, they did not have a learning culture. A simple example: When an employee made a mistake, they were “punished” in some way. In a learning culture, mistakes are accepted as long as (1) they are made in pursuit of the mission, (2) they are learned from and, (3) they are not repeated.

    In 1996 our organization believed that organizations that learn the fastest will be the most successful. We developed a Learning Strategy and positioned a “chief learning officer” to drive that throughout the business. It was successful. Hopefully follow-on leaders have reinforced that culture.

    So again, the question you asked in paragraph 3, is very important! I hope organizations you work with have the courage to ask it…..and answer it!

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    1. Tim Waldo Avatar
      Tim Waldo

      The trip to observe the German dual system was indeed a great learning experience. We saw first hand how much our hosts invest in their efforts to develop their people. They place great value in learning and development, and the do so at many levels.

      Too often organizations check the training box and never allow for real development and learning. It is deemed as too expensive or time consuming. Both time and money are important investments. However, true learning organizations also invest in relationships – inside the organization and outside of it with partners and educators. Leaders and stakeholders at all levels should be engaged with learners and with those outside partners. And, the culture should celebrate learning success….which also means celebrating those failures that move the team forward.

      Organizational culture certainly sends messages about the amount of value placed on learning and development. Those messages have the power to attract and retain people, or to drive them away. My team helps organizations honestly assess their culture through an exploration of their PDS and look for opportunities to improve. Thankfully, I see more leaders who are beginning to understand the value of investing here.

      It sounds like your organization understood the power of a learning culture. Like you, I hope the current leadership has continued to foster that mindset.

      I really appreciate your thoughts and comments.

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