New development trends
- request for more professional personnel development in companies based on the noticed need for training or qualification
- increased significance of the training needs analysis for executives and employees in all departments and on all of the company's hierarchy levels, partly regulated by sectoral collective agreements
- deployment of the internal department for education evaluation in order to prove the success of individual personnel development measures
- increased outsourcing of personnel development measures and a more efficient IT support (e-learning)
- tighter connection of personnel development and organisation development ("learning organisation")
- securing the employability as one of the main goals of personnel development with far-reaching consequences for the internal education
- increased significance of the selective talent search and talent promotion in the light of demographic change
- increased significance of individual and group coaching
- offering of longterm employment prospects on the basis of elaborated executive, specialist and project careers in order to improve the employer attractiveness on the external job market, in conjunction with the continuing education program, and simultaneously tie the already signed achievers down to the company in the long term
Learning motivation required
Guiding principle: "He who does not want more than he can achieve remains below his abilities." Herbert Marcuse (1898-1979)
Consulting focuses of ISPA consult - an overview
- training needs analysis: appraisal of the individual training need through profile comparisons
- concept development for continuing education programs: elaboration of personnel development programs for certain target groups
- talent management, talent search and talent promotion
- career planning: design of executive, specialist and project careers
a) training needs analysis
- determination of criteria for job specifications of the individual positions or groups of positions and for the qualification profiles of the job contents (referring to the actual state) as well as the definition of charts for measuring the characteristics
- executive training for training needs analyses with the employees
- determination and documentation of the training need through variance analysis for each criterion
- connection of the noticed training need with continuing education measures "on the job", "near the job", and "off the job"
b) concept development for continuing education programs
The concept development for continuing education programs is primarily oriented on the training need of the target group (which competencies are to be conveyed). The rest is oriented on the methodical-didactical level of knowledge, defining how these components can be conveyed as effectively and efficiently as possible. In this process, increased use is made of the possibilities of modern e-learning including in-class lectures (so-called hybrid e-learning).
C) talent management
- method-based early recognition of talents, for example through already available or to be developed analyses of potential
- design of single-level or multi-level support programs for talents
- admission and nomination regulations for the support programs
D) Career planninG
- design of executive career
- design of specialist career
- design of project career
Each design includes entry level, interim, and final positions, which have to be gradually apparelled with attractive job descriptions and tasks. A specific problem is the permeability between different careers and the comparability of the positions.
For further information please take a look at ISPA talent.