Landscape Industry Training and Development

Training and development represent organizational growth at the employee level.  In specific, as employees garner increased knowledge, enhanced skill, or heightened awareness they fundamentally elevate personal performance, procedural efficiency, and company value beyond the comparative baseline.  That point being said, all training and development programs must be clearly linked to the organization’s operational plan, viewed through the lens of change management, and reside in a culture that exemplifies strategic advantage.

When predicated on a mature platform of academic resources, behavioral experiences, and coaching principles, training and development are manifestly capable of translating employee potential into organizational productivity.  That productivity signifies a distinctive return on investment, separates the company from its competition, and institutionalizes the company as a learning organization emphasizing the continual acquisition of competence, expertise, and success.

Training and development are accurately viewed as integral systems within a company’s human resources plan; they should never be viewed as isolated programs, individual courses, or independent events.  That distinctive frame of reference can be clearly understood when contemplating the dividends each of the following components can yield:

• Needs Assessment
• Training System Design
• Content Development
• Implementation Strategies
• Four-step Evaluation Method
• Change Management Model
• Training Transfer
• Career Ladders
• Certification Programs
• Supervisory Skills
• Management Training
• Leadership Development
• Assessment Centers
• 360^o Feedback Process

Growth is a strategic advantage.  Training and development are the investment capital that a company allocates to its employees to achieve desirable results.  Always have a strategic advantage.