AECOM Technology Corporation

CLEARING THE PATH FOR EMPLOYEE DEVELOPMENT

How do savvy managers help their more senior leaders understand the ROI (Return on Investment) of training and development? How do you get buy-in to train managers in coaching skills in an environment that has historically done little to develop their people?

This is the case with a number of the clients with which Milestones works. Someone has seen the benefit of development, coaching and training and now has to figure out how to ‘sell’ it internally to key stakeholders.

Milestones, Inc. asked Beverly Thelander, senior vice president, strategic planning and operations for AECOM, a global leader in the technical professional services industry, for answers. Beverly has been a champion of management development in the various organizations she has served as a senior executive, including ARCO and Universal Studios.

What did you want to accomplish when you asked Milestones, Inc. to work with your senior team?

"I wanted to improve the department’s performance level by providing tools for individuals and teams to be more effective. Developing coaching skills within an organization has the highest return on investment of any employee development program. It provides the tools that, when combined with clear expectations, help people focus on behavioral changes that will make them more productive employees. Individuals who commit to modifying their behavior to be more effective in the work environment often find that they see positive results outside of work as well," Bev explains.

What if managers haven’t been through much development in the past? How do you introduce this concept into a corporate culture?

"When a company’s culture has not been oriented toward employee development, it presents both opportunities and challenges. On the plus side, you don’t face skepticism that can occur in companies where there’s burnout associated with a series of development programs that are not fully integrated into day-to-day activities and the company’s reward systems. It is more challenging, however, from the standpoint that the skill level in the organization is less developed, requiring more ongoing support and coaching around the processes being implemented. Coaching the coaches as well as stressing joint employee-manager accountability for development are key. It’s also critical that the appraisal and reward system incorporates the skill sets you are trying to develop," Bev says.

So was AECOM’s first foray into employee development and improved communication a success?

"The coaching training sessions have all been very positively received. As a result of the training, individuals are consciously considering how they might modify their approach with others to improve their business effectiveness." Bev adds, "There’s also a greater appreciation for the need to work together in a team context to leverage the unique skills and styles we have across the organization."