Education / professionalization is a "HOW derivative" of the business strategy and as such:
There are two starting points for the design of individual courses within the TDSP programme:
The strategy (KSF's; SWOT; organisation goals; department goals; team goals)
The MD-axis (Management Development)
When an organisation invests in education / professionalization, the (primary) concern of the organisation is not the result (X number of courses per year, quality of the course) but the intended effect (improvement of individual performance and group performance).
Vertical participation as much as possible (this means as many participants from various echelons of the same target group (department, site, plant, location) in the course and/or one/two echelon(s) in the course that have a vertical link to the job ("consultation" sessions (consultancy)) where both the boss and the employee (the dancing partners on the dance floor) are also present.
Crucial is involvement (and ownership) of operations (principal, employees / colleagues) along with the involvement of Human Resources. Involvement should already be secured at the design phase of the course but definitely with the kick-off and the formulation of the "learning-performing dossiers" where it will subsequently get a concrete place in "on the job support" in the performance environment.
