Managing training with strategic skills repertoires
Training expenditures are a universal source of concern and subject of scrutiny, even though most corporate officers would agree that training is important. The reason is very simple: Most training justifications don’t quantify the expected return or demonstrate a credible mechanism by which the return will be achieved. And that makes financial and operating officers uncomfortable. Without explicit definitions of the sources of income or value, and a clear business plan that provides actions, timelines and ROI models, officers are forced to more or less accept training on faith—often faith in a particular training officer or manager or the memory of a past program’s success.

Strategic repertoires provide a means for explicit ROI analysis of training and training opportunities. Once a company has a prioritized list of tasks, it can analyze those tasks to determine and prioritize the underlying skills that are required. The resulting strategic skills repertoire gives training officers the clearest road map possible to alignment of training with corporate objectives. The behavioral skill objectives are the information the training department needs to help a company overcome its habit of institutionalizing training obsolescence. Since task and skill information is captured in relational databases, it is very easy to link in training resources and instructions to provide low-cost skill-specific training.

Systems for Strategic Repertoire Development
Work processes and software make strategic repertoire development an efficient, manageable, affordable task.

Strategic Repertoire Development produces large volumes of very detailed information. This firm has seen instances where companies define as many as 16,000 skills supported by 32,000 skill criteria. The skills in turn, may be linked to thousands of training tools. The information comes from a dispersed, grass-roots analysis of all areas of the company. Understandably, the analysis can sound daunting. Attempting to undertake such analyses without specific tools will be.

It’s important to remember that the completeness and specificity of the information and the fact that it comes from the people who do the work are exactly what give it value. Shortchange the completeness and you shortchange the value.

Fortunately, with the processes and software now available, strategic repertoire analysis is a very straightforward process. Relational data capture makes it simple to aggregate, sort, compare and publish the information in useable formats. Relational data capture also permits direct linking to skill certification—in programs such as skill-based pay—and to training development in any repertoire program. Complete systems descriptions are available.

For more information, request the white paper "Strategic Repertoire Development: New Management Tools for Company Officers and Unit Managers."

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