Principles of the TOP design
(Nearly) all employees within an organisation nowaday have roles related to 3 (management) areas:
1. The hietarchy
2. Projects
3. Supply chain (the primary process)
The role and the ability to change between the roles in the 3 areas stands central in the TOP design and not the function (more over roles see "Roles as the central point").
(Traditional) training focuses on the individual). With professionalizsation, the starting point is "the game" (focus on the (strategic) goals of a group or organisation). Thus the following is required:
a. awareness / insight
b. individual skills
c. transfer of insight and individual skills to the working environment
d. the ability of critical reflection
The TOP design therefore has a learning axis (development of individual insight and skills at various organisational levels) and a performance axis (for more information see "From Learning to Performing").
Training / professionalization is a "HOW derivative" of the company strategy and thus there are 2 entry points for the design of the individual courses within the TOP programme:
- The strategy (KSF's, SWOT, organisation goals, department goals, team goals)
- The MD axis (Management Development)
Traditional MD trajectories work "pre-transition", TOP professionalization trajectories are "post-transition". MD is preparing for future function(s), professionalization is ensuring that people / teams become better in their current role / roles. That is why people participate in a (new) individual learning trajectory after a career step has been made / after they have to carry out one or more roles.
Learning is according to us giving meaning to experience.
Involvement of the hierarchy (principals, employees / colleagues) is crucial along with the involvement if the HR function. The involvement should be secured in the design faze of the courses but also later with the kick-off and the formulation of the learning and performance contracts.
Vertical participation as much as possible, this means as many participants from various echelons of the same target group (department, site, plant) in the course. Or one / two echelon(s) in the course with a vertical link to the job (this means sessions (consulting) where all "dance partners" are present on the real dance floor.
All trajectories are linked to the company's selected best practices and (corporate) requirements (we teach the people to play the game with the agreed organizational rules of the game).
Training not as a cost center but professionalization based on explicite cost-benefit analysis (business case argumentation).
Trajectories within TOP are evaluated minimally 2 - 3 times:
- First on result: Assessing the score at the end of the individual module, then at the closure of the course on the last day.
- Then on effect:
a. individual effect: score of the individual is the yearly appraisal;
e.g. IPM score (increase) over the agreed competences after
for example a year (eventually repeated).
b. group effect: improvement of team performance
(department, project team, etc.) w.r.t. agreed performnace
indicators (e.g. throughput time, costs, cost price, quality, etc.)
More details concerning the design of the TOP courses.
More details concerning the transfer from learning to performing / the "performance environment".
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