As opposed to a top-down training methodology discussed last week, a bottom-up approach to training management relies on creativity, collaboration and communication, as well as a degree of organizational flexibility and agility. Essentially, under this approach, executive management defines high-level corporate and training goals. Smaller teams are responsible for defining targets that contribute to these goals and configuring training regimens accordingly. Team leads and managers are accountable to their supervisors, but teams themselves are graced with the flexibility to adjust training and procedural approaches on the basis of both their ‘up-close-and-personal’ knowledge of the processes they are exposed to most intimately and regularly, and the fresh insights that accompany new additions to the team who are recently trained or in the midst of training. The net result is teams, departments and the organization at large is able to achieve defined targets and goals more effectively and expeditiously.
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A training program’s effectiveness is determined by an organization’s chosen methodology for training new and existing employees. The most common and traditional approach to training management is also, on the surface, the most logical: In the traditional “Top-Down” approach, HR representatives, executives and other senior parties within an organization define the content, structure and objectives of training programs while managers and supervisors ensure new and existing employees complete requisite courses and fulfill training requirements.
Monitoring environmental impacts by tracking sustainability KPIs is essential for any business that wants to improve or report on environmental performance. But, from a financial perspective, how these environmental metrics are tracked is as important as the fact they are tracked. Results increasingly show a software-based EMS is the most effective way of improving environmental performance and boosting revenue.
Though environment, health, safety (EHS) and quality management issues are often handled by individual management systems, the guiding principles behind each of these areas share a common link — W. Edwards Deming. The American quality guru is most commonly associated with the Plan-Do-Check-Act (PDCA) cycle, an iterative problem-solving process used to resolve quality issues and improve business performance. But it is important to remember the foremost EHS and quality management standards — including ISO14001 (environment), OSHAS 18000 (health and safety) and ISO 9001 (quality) — are all rooted in the PDCA or Deming Cycle.
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