The challenges of constant change facing companies call for constant redefinition of business knowledge and practices thereby developed. The consequence of this evolution is the necessity of on-going and sustainable training whose results can be reintroduced at every level of the organisational system.
Paraphrasing Edgar Morin, one could say that « the only competence that is alive is the one that can survive at the temperature of its on destruction”.
How to achieve an on-going alignment between skills and the ever-changing challenges a company faces? Nexus works with companies to help them find global answers to change, helping both individuals, and the systems in which they act, to grow.
First steps: clarify the links between the skills to be developed and the company’s strategy; monitor the expected impacts in terms of individual and organisational results.
1st case: To develop new employees’ capacities for networking, in a corporate company where that capacity is critical in order to achieve their objectives.
A multinational, strongly embedded in a culture of communicating through non-formal channels, realises that new employees have a hard time being part of the team and becoming productive quickly. This issue is one of the causes for a raised turnover of High Potentials and also of unease for those who stay, hindering their productivity. The company hence would like new employees to speed up the development of their capacity in developing their network within the company, bearing in mind that achieving their objectives will only be possible if the information circulates within this network.
- A program for all new employees of the company. (manager level)
- An accelerated integration acknowledged by their managers.
- A decrease in turnover due to non integration reasons
“This program helped me understand that I should not give up after the first refusal I encounter”; “I had fun and discovered reactions that I had unwillingly provoked”; “I understood why nothing was written down here”; “I would like to ask my manager to help me get to know other managers in other functions”; “I understood that if I ask my colleagues to give me information, I first need to strengthen our relationship”; “now I have a broader vision of my work and realize that behind a ‘no’ there can be imperatives that I need to know about in order to ask things with the right timing”
How did we do it:
This company favours innovative and creative consultants, who offer workshops with both deep learning and ‘light’ methodology. Our choice was to bring participants to experience a totally new way of learning by creating from scratch a new network around a specific objective. Beyond the construction of the network, participants were therefore able to broaden their reading of key situations and understand the impact of a network on their professional objectives. A key moment in this workshop was when participants were able to exchange feedbacks, and learn from each other, in a supportive atmosphere, about how they function.