Originally printed in the Internal Auditor Magazine
PAUL PIGEON WAS A MANAGER of training who had been with Canadian-based Example Corp. for more than 12 years. His primary duty was to identify the training requirements of the company and then, when needs dictated, arrange for outside consultants to aid in course development and implementation.
The Example Corp. had approximately 3,000 employees who reported through more than 45 different departments to five division heads. Each year, Pigeon would sit down with various managers throughout the organization and assess their training needs for the coming year. After reviewing the available company resources, Pigeon would determine the aggregate cost for all divisions of the company and develop, or update, one-, three-, and five-year plans for each area that were then approved by his supervisor, the director of human resources. Pigeon’s bottom line would be consolidated into the human resources budget and then folded into the company’s overall financial plan. Continue reading One of the many lessons learned