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The Human Development Value Stream

Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean.

Type: Presentations  Topics: Lean, Business Excellence, Quality, Change Management, Organization and Management, Safety and compliance, Human Capital Management, Employee Training & Development, Learning management systems  Processes: 1.1.3.5 Identify enterprise core competencies, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1.1 Establish performance measures, 12.1.1 Create enterprise measurement systems model, 12.4.2.3 Develop training plan, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.1 Create commitment for improvement/change, 12.4.3 Implement change, 12.4.3.3 Support transition to new roles or exit strategies for incumbents, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment 
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The Human Development Value Stream (Slides)

Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean.

Type: Presentations  Topics: Lean, Business Excellence, Quality, Change Management, Organization and Management, Safety and compliance, Human Capital Management, Employee Training & Development, Learning management systems  Processes: 1.1.3.5 Identify enterprise core competencies, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1.1 Establish performance measures, 12.1.1 Create enterprise measurement systems model, 12.4.2.3 Develop training plan, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.1 Create commitment for improvement/change, 12.4.3 Implement change, 12.4.3.3 Support transition to new roles or exit strategies for incumbents, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment 
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Training in Sales and Operations Planning at Newell Rubbermaid

Andrew Downard, director of supply chain at Newell Rubbermaid, explains the structure of the organization's sales and operations planning (S&OP) training courses, including who has to complete the training, ...

Type: Presentations  Topics: Employee Training & Development, Human Capital Management, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Training Programs  Processes: 4.0 Deliver Products and Services, 12.4.2.3 Develop training plan, 12.4 Manage change, 12.4.2 Design the change, 4.1.1 Develop production and materials strategies, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.5 Manage logistics and warehousing, 6.3.5 Develop and train employees, 6.0 Develop and Manage Human Capital, 6.3 Develop and counsel employees  Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics 
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Balanced Scorecard Training Is Essential for Success

Balanced scorecard implementation plans should always include employee training to make sure that the work force understands the business objectives behind the scorecard and is prepared to use it.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Employee Training & Development, Human Capital Management, Training Programs, Change Management, Organization and Management, Balanced Scorecard, Measurement  Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.4 Manage change, 12.4.2 Design the change, 12.4.2.3 Develop training plan  Industry: Computers, Financial Services/Banking, Government/Military, Software 
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Preparing and Training Staff for Change

Employees must be prepared for changes to the business through development and training exercises that educate the work force about how to use or relate with the new change.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Employee Training & Development, Human Capital Management, Change Management, Organization and Management  Processes: 6.0 Develop and Manage Human Capital, 12.4 Manage change, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2 Design the change, 12.4.2.3 Develop training plan, 6.3 Develop and counsel employees, 6.3.5 Develop and train employees  Industry: Computers, Financial Services/Banking, Transportation/Freight Carriers 
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