The following reflections are aimed at those who have the responsibility of structuring and proposing updating and training plans for the company's management team, with a view to superior performance and differentiating results in an increasingly competitive and globalized market.
One of the most current and important issues for the development of organizational management has to do with the suitability of those who occupy positions of managerial responsibility in companies and who, due to their nature, have to address issues whose results impact development and improvement. from the community, customers, partners and suppliers; In this sense, those who have been appointed to do so, either by managerial decision or as a result of a selection process, are obliged to demonstrate with their management and results the ability to adequately address and solve the different challenges that arise daily. to your consideration.
It is important to show that the knowledge, skills and attitudes of those who occupy these positions are permanently judged by those who have the responsibility of evaluating performance and managerial competencies within the organization. On the other hand, its management is also considered by those who interact daily and rate the suitability of its performance. This implies that there is a real concern on the part of the management of the company and of each of the executives to develop not only transparent but also effective procedures with a positive impact in the different spaces where the activities and tasks carried out are carried out.
Nowadays the subject of training is spoken with great force as a key element for the improvement of competitiveness in the region and this subject has been welcomed from the need to identify, train, evaluate and certify managerial competencies.
Currently the sector tables, which bring together experts from each sector, advance in the process of formulation, standardization and certification of competencies for the different areas of performance identified and already have some experiences in several countries of people who have been certified in labor competencies which suggests that as the document with the qualification of competences is completed, these will become a benchmark of competitiveness not only for companies, but will also be a quality requirement for the linking processes carried out by companies public and private in their selection, linking and retention strategies of human resources.
Therefore, the urgency of managerial training does not arise from a personal interest only, but is solidly related to the need that organizations have to have highly qualified and competent people for the development of each of the tasks that make up their reason for Being, for this reason, the leadership and management competencies become a differentiating factor in increasing productivity, since it is the people who occupy levels of managerial responsibility who guide and guide the correct execution of the strategies defined for the achievement of corporate results.
A training program and training in managerial competencies for Executives with management and management responsibilities must offer a formative and not only informative process, which provides the conceptual, contextual and experiential elements that allow consolidating a learning oriented not only to the improvement of management in the company, but also to the increase and development of personal skills, in such a way that their professional development is also part of their personal growth.
A training and training program should have, in its design, among other components, the clarity of the depth of knowledge required by the participants and offer a greater degree of complexity in terms of content and experiences; thus differentiating itself from other training activities such as those offered in short-term seminars and workshops.
I believe that some of the reasons that we should consider when designing a program for company executives are:
Time: The duration of a program is much longer because it aims to develop different events in the same body, such as workshops and seminars that, taken in isolation, do not reach the conceptual depth required in the training process. This component means that each of the scheduled events have a time between one and the other in such a way that the learning obtained can be assimilated on a day-to-day basis and be integrated into the daily management of the participant.
Depth: The topics are articulated in such a way that they allow progress towards content and concepts of greater consistency in relation to daily performance. The different topics proposed in the program must have an internal coherence that allows integrating the different topics and in this way move towards a greater conceptual complexity that is based on the dynamics of personal research and other elements that must be included in the methodological and pedagogical component to be defined.
Methodology: The program must develop a methodology that allows the elements proposed in the training program to be gradually incorporated and, based on the diagnosis, high-impact interventions are achieved in the participants. The suggested methodology should contemplate the phases of the Methodology that says it has been developed attending to the complete cycle that begins in the recognition of the gaps between the competencies required for the full development of the position and those of the person. In many companies, the function of program development is delegated to universities or specialized companies, so it is convenient to jointly identify the final indicators expected for said program.
Learning evaluation: The training program for executives must allow those responsible for the process to know the progress achieved by the participants through a system of monitoring, accompaniment and control of the different learning stages that is completed to the extent that the training and training plan passes. These evaluation processes allow both the organization and the participants to know the qualitative results of progress in the processes related to the contents received and at the same time establish personal work plans that ensure mechanisms that allow supporting and reinforcing the desired learning.
Tools: One of the added values that should be required of the program provider is the possibility of knowing and understanding in a practical way the use of management tools that increase the effectiveness of management. These tools are of a conceptual nature that are expressed in formats and practical techniques that allow the participant to apply them in their daily management. Likewise, some modules aimed at presenting the new world managerial trends in theoretical and experiential terms should also be included in the training plan.
A managerial training program must offer identifiable benefits for the participants and for the company; Among others, we can mention the following for the company as responsible for properly investing the resources allocated to the training of its executives:
- The company will have an opportunity for leaders and managers of human resources to observe and identify, in practice, the leadership and management skills of each of the participants.The company must demand a document, a product of each of the scheduled events, which allows you to monitor, accompany and control the commitments made by the participating team All the participating team will be, after the event, using a single language in relation to the importance of managing their work areas in accordance with the lessons learned The company, a product of this program,You must obtain an explanatory document showing the methodological process carried out during the training and training work with the assistants in such a way that it can be attached to the quality management manual, if required.
For their part, participating executives and managers will be able to recognize as benefits not only the interest of the company to strengthen their managerial skills but also that:
- They obtain the clarity they need to know their current management style The team participating in the program will have a meeting space and synergy that allows them to strengthen their personal and organizational relationships Each participant can recognize the performance and management style of their coworkers in the topics of the training program. You will be able to incorporate new ways of dealing with everyday situations that require performance adjusted to the required competencies.
Contents
The contents of a training program for managers must be carefully selected based on the experience of previous processes and taking into account the importance it has for Executives who, due to their function, must direct, coordinate and lead other people. This program must incorporate themes that allow the development of the main leadership and management competencies that the participants in the program must know and train.
The development of the contents that are proposed below are only a reference that can be adjusted in the different topics according to the results obtained in the Diagnosis phase and meeting the requirements of the company and shows only soft skills since it is assumed that technical and specific knowledge is part of their academic training:
- Introduction to competency management.Organizational planning and managementTime management managementOrganizational communicationForming work teamsManagement coachBusiness social responsibilityNegotiationEffective decision-makingManagement leadership
A final reflection is to identify the importance of Orientation to Productivity since the training program for managers must include a parallel measurement scheme between the results obtained by the participants and the corporate results of the organization, in this way the company will be able to demonstrate the success of the program based on the improvement indicators reflected in the results of the diagnosis and evaluation of the program, on the one hand and on the other in the corporate indicators that will allow to show that the impact of the program points not only to the individual improvement of the competencies of the participants, but also to an evident and measurable increase in the productivity of the organization.
I hope that these reflections and annotations are applicable and of value to the education, training and training processes in your organizations. Surely there are many aspects that are absent or on which we can differ in their approach, however it is precisely there where the new learnings reside.
