TRAINING AND DEVELOPMENT
intensive immersion into microstrategy culture to which saylor wants each employee exposed and committed. There are three different variations of boot camp each targeted to a different group of employees. The first is a three day general boot camp that concludes with a 20 to 25 questions exam that covers information such as microstrategy products and company structure. The second is a two week sales boot camp that culminates in a mock marketing presentation. The third is a given week technical boot camp that features continues testing. Despite its intensity employee feedback on boot camp hasbeen very positive and only complaint heard is that it is too short.
Another approach to new employee training is rotation. Rotational programs can have addedbenefits for new employees, particularly those who have limited full time professional workexperience.
Rotations allow new hires to sample different kinds of work within the organization anddetermine an optimal fit between their needs and interests and those of the organization.
Rotation programs can be expensive in the short run but they represent a longer terminvestment in employees that can provide significant benefits to an organization
Employer benefit in that rotation program allows more flexibility in work assignments.Employees who have been cross trained not only better understand how their individual jobscontribute to the whole but also can be reassigned as a business and organization conditionschange.
Rotational programs can also have the benefit of minimizing the chance that specializedknowledge will be vested in only one individual in the organization causing
such an individual resigns, retires,, or otherwise leaves the organization.in addition to helpingdevelop a knowledgeable and flexible workforce, rotation programs can enhance retentionbecause the versatility they offer allows employees to pursue more opportunities within theorganization.
Organizations that wish to remain competitive must consider the types of employees theyshould hire and the skills and knowledge these employees will need to ensure optimalperformance over time
Ironically however training budgets and programs are actually one of the first expenses
cut in response to economic downturns. Many key decision makers considerthese to be luxury expenditures for prosperous times instead of the necessary
future that they are.
Training and development activities are equally important to both
employers.one recent survey found that 96% of job applicants reported that the opportunity tolearn new skills was very important when evaluating a prospective employer.
Employers also see a bottom line benefit from strategically designed training activities
Investment in training and development however remains a catch 22 f or employers. Whileadditional training can improve bottom line operating results that same training can makeemployees much more attractive targets for
recruiting efforts. This is particularlytrue for technical employees, a majority of who view training primarily as an opportunity toobtain another job.