{"id":3041,"date":"2011-03-11T15:01:00","date_gmt":"2011-03-11T15:01:00","guid":{"rendered":"https:\/\/www.certitrek.com\/nlpa\/2011\/03\/11\/how-strategic-is-training\/"},"modified":"2021-07-10T15:10:20","modified_gmt":"2021-07-10T19:10:20","slug":"how-strategic-is-training","status":"publish","type":"post","link":"https:\/\/www.certitrek.com\/nlpa\/blog\/how-strategic-is-training\/","title":{"rendered":"How Strategic Is Training?"},"content":{"rendered":"

Some managers view training as a \u201cnice to have.\u201d Others view it as an essential component of improving performance within a department.<\/p>\n

But would a CEO ever consider training to be a requirement for accomplishing the strategic mission of his or her entire organization?<\/p>\n

Well, I\u2019ll let an excerpt of an article from Training & Development Magazine answer that question. The article, entitled \u201cM\u2019m M\u2019m Good. Learning and Performance at Campbell\u2019s,\u201d features an extensive interview with Campbell Soup Company CEO Doug Conant.<\/p>\n

In this interview, Conant shares how training has been important in his turnaround of the company. I found most of his most profound insights in his reponse to the question \u201cCampbell struggled during the Great Recession. How did that affect the training and development budget?\u201d Here is an excerpt from his response:<\/p>\n

\u201cAll of our employees still have a training agenda. Our goal is that together we will build the world\u2019s most extraordinary food company by nourishing people\u2019s lives everywhere, every day. That means nourishing our employees\u2019 lives, too. One way we tangibly demonstrate the Campbell promise of valuing people is through training and development. We\u2019ve been working to raise our game in training and development for a whole decade, and we\u2019ll continue to do it. It\u2019s a small price to pay.<\/em><\/p><\/blockquote>\n

\u201cWe find that the more we provide employees in terms of training and development opportunities, the more engaged they become. And the more engaged they become, the better they perform in their roles and the better the company performs in the marketplace. There\u2019s this wonderful flywheel effect. The more we help them with their training and their development, the better they perform, the more fulfilled they are, and the better we get at delivering training and development.<\/em><\/p>\n

\u201cYou can\u2019t grow if you don\u2019t continuously raise the game there. If you\u2019re cutting the training budget, you don\u2019t have much to work with as a company. You\u2019ve got to question your viability. We\u2019ve got to invest to help people be their very best.<\/p>\n

\u201cBecoming the world\u2019s most extraordinary food company requires that we attract, retain, and develop the best talent in the food industry. There\u2019s just no other way to do it. It has to start with the people.\u201d<\/p><\/blockquote>\n

Words from an iconic executive from an iconic company. Not exactly the type of person you\u2019d want to disagree with.<\/p>\n

Become a member of one of the world\u2019s largest procurement associations today.<\/strong><\/a><\/p>\n

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Recommended Reading<\/strong><\/p>\n