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It is critical to the success of i2C to create a culture that encourages, supports, and invests in the short and long-term organisational development of their team members. The teams’ professional development should be an ongoing process to ensure everyone is staying current, if not one step ahead, in their fields and mission-critical competencies. Planning for continuous development must be anchored to i2C’s mission, goals, objectives, and needs, as well as aligning with the team members work and career goals. i2C’s vision for all teams is to be ’employable for life’ and a key focus on development will ensure the team at i2C is one of the best trained and developed in the industry.

i2C’s nationwide objective of training is to develop its team through progressive and efficient training programs to improve client service, increase efficiency and economy, build and retain a workforce of skilled and efficient team members and use best practices to provide performance excellence.

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i2C believes that training and development are integral components of work performance.  i2C values the potential of its team and believes that developing their potential through coaching, education and training, mobility and exchange opportunities both domestic and international and on-the-job training. It is the responsibility of the team leader and the team member, working in partnership to determine the work goals and training needs for their team /themselves.  The purposes for training and development are:

1.       To provide ourselves with a productive and skilful workforce capable of meeting the current and future responsibilities of our clients;

2.       To promote constructive work-place relationships in a healthy and diverse workforce; and

3.       To assist team members in achieving career and individual development goals.

i2C’s team need to be trained in any field that will:

·         Help achieve the company’s mission and goals                                            

·         Improve individual and organisational performance through such activities as:

·         Formal classroom training RTO courses, forums, seminars, workshops;

·         Self-study self-paced learning, independent reading;

·         Technology-based training computer-based training, 3rd party instruction – Lynda, IDDA etc.;

·         Workplace programs task forces, mentoring, long-term development, on-the-job training, rotational assignments;

·         Retreats and team consolidation (Team Building);

·         Conferences but only when the content contributes to the improvement of individual or organisational performance.

Team leaders at all levels Professional, Senior and Associate +) need to ensure that adequate, responsive, and quality training is provided to their team. Team members must acquire and maintain the knowledge, skills, and abilities KSA’s needed for high quality performance and 

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