What Are They?

Ok… so you’ve figured out what skills you need to effectively execute your strategy, and created the competency frameworks and profiles to support it. How do you address any gaps?  

Our experts will work with you to create individualized learning and development pathways to close gaps, and we can offer tailored training that addresses specific capability gaps that are holding your organization back. Examples include:  

  • Leadership development workshops and coaching 
  • Rapid skills transfer programs that significantly lower your cost and time to grow competency across your teams 
  • Workshops to teach supervisors and managers how to adopt competency-based approaches to managing the day-to-day work in their departments and consistently meet or exceed their key metrics 

What Issues Do They Address?

The whole idea of training is to change behaviour to influence a result. If there’s no behavioural change, the resources spent training are wasted… and by some estimates as much as 70% of the money spent by North American organizations on training produces no discernable benefit.  

We want to address specific performance gaps with specific interventions and follow-up supports that ensure behavioural change occurs, and performance metrics improve in the shortest time possible.  

How It Works?

We will work with line management to determine specific gaps in competencies and design the shortest pathway to close those gaps. Often this does NOT mean sitting in a classroom – more effective, faster and cost-effective solutions are often at hand – job aids, standards, on-job training from experienced workers, mentoring and coaching, etc.  

All of our talent development initiatives include direct involvement and follow-up from “next level” supervisors and managers, to ensure that lessons learned in training are transferred to the workplace, and we conduct training impact assessments to gauge the extent of the improvements.  

Proof It Works

Case Study #1 : Rapid Skilling

Our previous approach (basically ad hoc) produced a trained Operator in about 15 months. We work with hazardous chemicals and make a wide array of products, so safety and quality are a huge concern, and we reckoned that this was an acceptable amount of time.  After WFSI taught us the TWI approach, (it still sends chills down my spine that something originally created for World War II is still so effective) we’re not consistently training new operators in 6 months or less. Our training is more consistent, rework is down, quality is up, and we haven’t had a lost time accident in years.

Brian McMillian

Case Study #2 : Leadership