After implementation of your plan you need to sustain the plan and in an ideal world, this should run with little input from yourself. If this was a reality you would be able to review objectively and manage the direction of the plan without any major work being required. Unfortunately, this does not always happen so you need to be aware of the pitfalls and areas where extra attention may need to be provided.
This is part 3 of 4 of a series of articles about L&D Strategy: you may wish to read our previous articles on successful L&D Planning and Implementation. The 4th is how you can be a proactive L&D professional.
Processes
During the implementation, there would have been a set of steps to take, a process to follow for optimum success. Having these clear ways of working and processes enables things to happen over and over again in the same sequence, with the same actions and giving the same results. It is essential that these processes are confirmed in written documentation so that new people to the team can follow the set way of working without disruption; doing their own thing or cutting corners which may give way to different results and eventually a different outcome.
This documentation could be in the form of an Operational Manual, Company Policy or just Procedures.
Feedback
It is key to any changes or systems to receive feedback as you move forward. In the early stages it will come in from all angles – from all the different areas of the business, levels of employees – of the impact and effect of these new plans. All we can say is ‘listen’. Finding out what is working and what is not as early as possible will enable changes to be made, adjustments to be implemented and including all concerned – this will provide evidence of inclusion of all which will ultimately gain buy-in and continued support of the plan.
Decisions being reached on this feedback should be communicated both up and down the line to show best practice – therefore allowing the processes to be updated and all concerned are aware that their view has been taken into consideration.
Milestones
The plan will have milestones, or targets which will give the opportunity to test and measure the progress at certain times within the following months/years. This will support the plan to ensure the targets set at the beginning are being met and the actions agreed upon are bringing about the results anticipated and wanted. The outcomes will therefore be achieved and clear for all to see.
Supporters
As we said in the beginning it is sometimes difficult to get buy-in from everyone but if the main influencers can be brought on board it will ensure the plan is proceeded with without interference or unnecessary delay. Over time more people will adopt the changes and follow the processes getting more buy-in and increasing the levels of negativity. The more people that can spread the word the better. The influence will grow and when new members of staff join it will be accepted processes to follow and little ‘influence’ will be needed. Positive vibes and results from some will encourage others to support and perhaps change their mind.
For example; good experiences on company training initiatives will encourage others to attend and therefore knowledge will grow and the workforce will be more united and working together – to a common end.
End goal
The end goal is the prize. Keeping that goal clear and focusing activity towards it will ensure you can endure any tough times and the company will move nearer to the goal. If work is distracted away from that goal it will take longer to achieve it. The plan may be compromised and the outcome reduced.
Flexibility
As you move through time you will come up against delays and maybe obstruction. It is important that you be wary of being too stubborn. Flexibility is good, to a certain degree, especially if the intended goal is drifting or appears unattainable or if the achievement happens before the expected date. Over achievement may have occurred and therefore certain resources may no longer be required.
So, it’s not enough to implement the plan and walk away. Constant checking on the progress is needed especially if you get a change in personnel or results are not being reflected when tested. Realigning may be needed; or additional training or just re-focus on the end goal. Keeping it alive for the company to achieve.
The above points provide you with a high-level overview of the stages we believe useful for sustaining your plan. If you need assistance in any stage of your strategy then let us know, we have experienced learning and development consultants who will be able to help you.
To chat further about your planning please do get in touch, call 0845 519 7408 or email info@optimuslearningservices.com
