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Center for Business Performance Solutions Newsletter
MAY 2014
Special Edition
Five Proven Strategies for Building Your Workforce for Tomorrow
By Joseph Weitzer, Dean of the Center for
Business Performance Solutions
According to American Society for
Training and Development (2012), BEST
Award-winning organizations on average
spend $1,272 on training per employee
each year and these winners tend to be
organizations that foster, support, and
leverage enterprise-wide learning for
business results.
Statistics like this often make me wonder,
how much is enough Is $1,272 supposed
to be a call for me to act within my
organization By reporting it, am I trying
to get you to act The answer is no.
You see, there is no magic number when
it comes to the amount of investment
you should be making in your employees
to obtain high performance results.
Rather, ask the question, “Are our
employees producing the type of results
necessary for the organization to reach
By the numbers…
workforce investment
132… Professional development
workshops offered
1,200… Employers sent employees
to training
2,140… Workers served directly
through training
35,000… Number of workers
participating in workshops,
seminars, and CBPS
sponsored events in the
past five years
95%… Of program participants
indicate high satisfaction
and likelihood of returning
for future training
performance expectations” If not, would
a better trained employee likely make a
difference in contributing to the improved
performance needed The cost of training
is relative to how much training is needed
to get the results you seek.
As the search for highly skilled employees
continues to be elusive, leaders must think
beyond traditional means to identify and
cultivate talent for the long-term. It is
often easier to fill front line, lower-skilled
positions than it is to replace a highly
skilled employee. Organizations without
a long-term talent management strategy,
including a comprehensive employee
development plan, face two problems. One
is that they pay a premium for talent. The
other is that their efforts often undermine
the motivation and commitment of
existing workers. These workers’ perceive
they have been passed over, and over
time their salary will become compressed
compared to the higher wages paid to
attract needed talent. Ensuring you have
the workforce you need for the future
requires a plan and a commitment to its
execution. The following are strategies for
achieving long-term success in the talent
management game.
Start with the strategic plan
Your strategic plan should define your
value proposition, outline your key
objectives, and consider your capability to
achieve and sustain success. A workforce
of inadequate size, capacity limitations, or
with significant turnover will undermine
your organization’s stability and hamper
its ability to grow and succeed.
Incorporate
a succession
strategy
Succession
planning extends
beyond the level of
the C-suite. Include
any member of
your organization
who holds key
institutional
knowledge or whose position is vital to
the successful operation of a process,
system, or piece of technology. These
positions require a back-up plan which
articulates who could fill in short-term or
be promoted into the position should the
need arise.
Provide development opportunities
for your leaders
Define the competencies required
of your leaders. Ensure they have a
solid understanding of core leadership
principles and have attitudes that align to
your organization’s values. Then invest
in their development with a path of
increased experiences and responsibilities
which tests and develops their decisionmaking
skills. Leadership development
is enhanced when mentors play an
active role. Without a strong foundation,
a premature promotion will not only
undermine the leader’s confidence, it
can have a detrimental effect on the
whole organization.
…Strategies continued on page 2
Committed to your business success from concept to globalization

2014-15 Training Opportunities
Strategies from page 1…
APICS
• Basics of Supply Chain Management
• Master Planning of Resources
• Detailed Scheduling and Planning
• Execution and Control of Operations
• Strategic Management of Resources
APICS Core & Extended Fundamentals
APICS CSCP Exam Prep
Finance
• Finance and Cash Flow for
Non-finance Managers
Global
• Export Shipping and
Collecting Payment
• Export Trade Compliance
• Re-shoring New!
• Selecting Global Markets
• Selling Offshore New!
• Sourcing Offshore New!
• Successful Outcomes in
Foreign Markets New!
Management
• Coaching for Accountability
• Communication
• Going for Extraordinary –
Fitting it all in a day New!
• Providing Effective Feedback in
Performance Appraisals
• Skill Gap Analysis and
Development Planning New!
• Win-Win Performance Appraisals
Microsoft Office 2013
• Migrating to Microsoft Office 2013 –
Navigating the Changes
• Microsoft Excel – Beginning
• Microsoft Excel – Intermediate
• Microsoft Excel – Advanced
• Microsoft Excel PivotTables New!
• Microsoft Outlook
• Microsoft PowerPoint – Beginning
• Microsoft PowerPoint – Intermediate
Process Improvement
• A3 Problem Solving
• 5S/Visual Workplace
• An Introduction to Design Thinking New!
• Assessing Your Supply Chain New!
• Assessing Risk Using Failure Modes
and Effects Assessment (FMEA)
• Basic Problem Solving Using
DMAIC Approach
• Kaizen Principles & Practice
• Lean Facility Design New!
• Lean Manufacturing
• Lean Problem Solving and
Process Improvement
• Sourcing Best Practices New!
• Total Productive Maintenance
• Value Stream Mapping
• Workplace Organization for
Health Care & Office
Project Management
• Engaging and Managing
Project Stakeholders
• Estimating and Scheduling Activities
• Project Management: Increasing
Likely Success through Planning
• Secrets of Successful
Project Management
• Time Management: Balancing Multiple
Projects and Tasks
Safety, Regulation and
Compliance
• OSHA 10-Hour Construction Industry
Health and Safety
• OSHA 10-Hour General Industry
Hazard Recognition
• ISO Basics: Is your Organization
Ready
Sales and Customer Service
• Call Center Excellence New!
• Dynamic Presentations
Technical (Spring 2015 only)
• Geometric Dimensioning
and Tolerancing (GD&T)
• Blueprint Reading
Registration begins July 1, 2014
Online:
www.wctc.edu/cbps-workshops
Operator assisted registration:
262.695.6576.
Additional information:
262.695.7828
Hours:
Monday – Friday
8 a.m. – 4 p.m.
Implement an employee
development plan
Great organizations view employee
development as an integral part of the
strategic plan. They justify the shortterm
costs with long-term value realized
through employee retention, improved
processes and quality output, enriched
work environment, enhanced ability
to recruit new talent, and increased
customer satisfaction.
Establish performance standards
Establishing performance measures,
developing employees by providing
them the tools necessary to perform,
and holding them accountable for
performance will result in optimal
outcomes. Failure occurs when any
one of the three is absent.
Ensure you have the talent you need
to achieve your business results and
long-term objectives by partnering with
the Center for Business Performance
Solutions. With our commitment to
aligning business solutions to your
strategic objectives, you can be assured
that your investment in your people will
result in building a skilled, motivated,
and competent workforce for tomorrow.
From technical skills and fundamentals
to leadership development and executive
coaching, we provide solutions to
your company’s unique challenges
in talent management.
Unless otherwise noted, all workshops will
be held at:
Waukesha County Technical College
Center for Business Performance Solutions
Harry V. Quadracci Center (Q Building)
800 Main Street • Pewaukee, WI 53072
To comply with Wisconsin state statutes, it is possible
the fees will be higher for out-of-state participants.
The Conduit is published by the
Waukesha County Technical College
Center for Business Performance Solutions
to update businesses, industries, and
governmental agencies of customized
occupational, technical, and professional
development training, and technical assistance.
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