ING invests in some daring learning: Empowerment goes hand in hand with training

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

In a development project, measuring operational business goals and making participants accountable for it can strongly lever results. An open and direct culture seems to increase performance levels. In this case they were fortified by conditions such as a high sense of urgency in the company, a learning method of “free formatted” peer‐to‐peer and expert coaching, not just standardized training programs, and a greater than average level of management involvement. Training demand is usually presented in a fairly straightforward manner. Proving added value afterwards is usually a difficult job. The method described bears a lower threshold for leveraging business results.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2011), "ING invests in some daring learning: Empowerment goes hand in hand with training", Development and Learning in Organizations, Vol. 25 No. 3, pp. 31-33. https://doi.org/10.1108/14777281111125408