Discuss about the Evaluating Training Programs for Development and Correlates.
The Ulysses program is considered being a program for leadership development that partners with PricewaterhouseCoopers towards the enhancement of the leadership potentials. By incorporating the Ulysses program to PwC has led to the aspect of materializing the diversification of team in the international field. The Ulysses program is associated with the aspect to identify as well as train upcoming leaders who will be finding unconventional solutions for intractable challenges.
Learning in the Ulysses Program is designed for occurring at multiple levels such as at the individual, team and organizational level. The gaining of knowledge that occurs is transferred back to the company as well as its clients after the returning members of the team will be resuming their jobs, and in their official debriefing sessions with the global board of PWC. These sessions will be providing a feedback loop that will be permitting PWC for continuous refinement of the Ulysses model for actualizing the leadership requirements in a better way within a dynamic global company (Jehanzeb 2013).
After the launching of the Ulysses program, participants were heavily weighted in respect of partners from the US as well as Europe. Candidates in respect of participating in the Ulysses Program are nominated by the head of each of the organization’s territorial offices throughout the world depending on the leadership potential of the partners (Arneson 2013).
The goals regarding the Ulysses program are associated with the aspect of identifying as well as developing future leaders of PWC for taking on senior leadership responsibilities at national as well as global levels within 5-10 years. The goals also include the aspect of building an international network relating to PWC leadership talent as well as increasing the capacity of PWC for capitalizing on its diverse as well as transnational nature of functioning. Moreover, the goal is associated with the preparation of the leaders for guiding the company in an international world of uncertainty as well as tension amongst diverse interests as well as group of stakeholders. The goal is also associated with the aspect of encouraging the business sector for moving towards a model of business that is considered being more responsible as well as sustainable (Grohmann 2013).
The Ulysses Program is associated with developing responsible leaders that are having the capability to assume senior leadership roles at the local as well as global levels. For building an international leadership network, there is the requirement to understand the significance of values to develop trust-based association with a varied range of stakeholders. For assisting the PWC leaders for understanding the changing business roles to influence the economic, political, social as well as environmental welfare of communities as well as markets throughout the globe Also, for developing a model in respect of PWC that will be enabling the next generation for leading in a responsible manner within a global networked company (Arneson 2013).
Sustainable management is explained as the application of sustainable practices in the categories related with businesses, to manage them in a manner that will be benefitting the present as well as future generations.
The Ulysses program is having the ability towards making PwC’s strategy for business as well as objectives successful. The PwC teams come in everyday contact with indigenous people, to create a mutual culture clash. Dialogues with the local population will be fostering the transfer of knowledge as well as mutual understanding. The Ulysses program does the introduction of a new stage of competence as well as confidence into individuals to create a sustainable economic plan for eradicating poverty (Ford 2014).
The Ulysses program is considered exceptional in its forceful design as well as purpose for transforming PwC into a value-based community, redefining the major value contribution relating to the business establishments. One of the major challenges regarding the development of talent is preparing leaders for the future in respect of the social, cultural, environmental, as well as strategic business challenges in an environment that is uncertain as well as complex (McCullum 2013).
The Ulysses program will be presenting strengths as well as weaknesses to offer leadership development programs in respect of its partners. Within the short time-period that candidates are enrolled in the program, they will be developing leadership skills that will be equipping them with effective network as future PWC leaders undertaking accountability in respect of longer durations of 5 to 10 years. This is a comparatively shorter period of training in comparison with other traditional methods in which courses are taking 3 to 5 years (Stahl 2013). The future leaders of PWC are preordained towards shaping a business model that is having more accountability as well as sustainability and allowing joint ventures amongst business as well as civic societies. Another advantage, which is posed by the Ulysses program, is having direct relation with the development of leaders who, as a result will be having the ability for building businesses (Maak 2014). The program therefore, concentrates on unlocking performance as well as to embrace multiplicity making its models effectively equipped with international business environments. Organizations understand the fact that it is very challenging towards achieving leadership. It has been proved essential in respect of the companies in having hands-on experience such as PWC that has put staffs into volunteer programs that will be testing their teamwork as well as abilities and do their grooming in respect of future roles of leadership. There can occur the acquiring of the cognitive abilities, but the most effective aspect is having the scope for applying those skills relating to leadership as well as teamwork in a real-life circumstance. In addition, the Ulysses program will be building an international network relating to PWC leadership talent, preparing leaders for guiding the company globally associated with diverse as well as varied interests regarding groups of stakeholders (Ehnert 2014).
The weaknesses might be associated with the financial aspects since it is considered very costly for sending staffs abroad, paying for their accommodation as well as expenses, along with their salaries. On the other hand, if the outcomes are confirmed, these expenses might be considered to be investments. The Ulysses program is regarded to be a costly program that will be snatching away PwC’s original glamour as the vast leading firm for training international world leaders.
The effectiveness of the Ulysses program can get ascertained with the help of various points such as meeting the goals related with business, turnover of staffs, development of staffs as well as performances. All the two dozen staffs that were sent in respect of the training are still functioning with the organization, half of those staffs have received promotion and majority of them are having additional responsibilities. This is indicating lower turnover as well as effective staff performance. Moreover, the staffs are highly satisfied with the training. The junior staffs are seeing changes in the style of leadership of their seniors, such as having more flexibility. The company is seeing certain positive outcomes in global networking as well (Hartman 2013). The Ulysses program is providing the participants with wider international perspectives having relevance to any organization that is having the presence of its business function throughout the globe.
Ulysses got success to do the promotion of a co-learning setting as well as openly functioned with the participants in respect of their interpersonal development skills. Moreover, incorporating varied cultural aspects had the ability of enhancing team acceptance, quality as well as increased innovative aspects that became part of the PwC’s cultural aspects. To build associations with clients as well as stakeholders across borders will be bringing increased association that will be resulting in additional success. In addition, the Ulysses program is allowing a scope in respect of the partners for learning what they can actualize without their standard resources for leaning on (Pless 2014). The Ulysses program compels them in undertaking projects that are well outside their proficiencies. The PwC partners already did the adaptation of their experiences relating to the task to do the management of individuals as well as clients.
Conclusion
In this assignment, regarding training and development, a discussion has been made relating to the strategic aspect of the Ulysses program regarding PricewaterhouseCoopers. It has also been discussed regarding the ways by which the Ulysses program will be fitting within the concept of sustainable management. The strengths as well as weaknesses in respect of the Ulysses program has also been discussed and also the ways by which the Ulysses program has been considered being effective has been described. Ulysses got success to do the promotion of a co-learning setting as well as openly functioned with the participants in respect of their interpersonal development skills. Moreover, incorporating varied cultural aspects had the ability of enhancing team acceptance, quality as well as increased innovative aspects that became part of the PwC’s cultural aspects.
Reference
Arneson, J., Rothwell, W. and Naughton, J., 2013. Training and development competencies redefined to create competitive advantage. Training & Development, 67(1), pp.42-47.
Ehnert, I. and Claes, M.T., 2014. Global leadership for sustainable development. Global leadership practices, pp.149-168.
Ford, J.K., 2014. Improving training effectiveness in work organizations. Psychology Press.
Grohmann, A. and Kauffeld, S., 2013. Evaluating training programs: Development and correlates of the questionnaire for professional training evaluation. International Journal of Training and Development, 17(2), pp.135-155.
Hartman, L.P. and Werhane, P.H., 2013. The Global Corporation: Sustainable, Effective and Ethical Practices, A Case Book. Routledge.
Jehanzeb, K. and Bashir, N.A., 2013. Training and development program and its benefits to employee and organization: A conceptual study. Training and Development, 5(2).
Maak, T., Borecká, M. and Pless, N.M., 2014. Developing Global Leaders Who Make a Difference. Developing the Next Generation of Responsible Leaders: Empirical Insights and Recommendations for Organizations, p.115.
Maak, T., Pless, N.M. and Borecká, M., 2014. Developing responsible global leaders. In Advances in global leadership (pp. 339-364). Emerald Group Publishing Limited.
McCallum, S., Schmid, M.A. and Price, L., 2013. CSR: a case for employee skills-based volunteering. Social Responsibility Journal, 9(3), pp.479-495.
Pless, N.M. and Borecká, M., 2014. Comparative analysis of International Service Learning Programs. Journal of Management Development, 33(6), pp.526-550.
Stahl, G.K., Pless, N.M. and Maak, T.H.O.M.A.S., 2013. Responsible global leadership. Global leadership: Research, practice, and development, pp.240-259.
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