Appropriate training and development contributes to the long-term success of both the company and the employee. We are still exploring the links between development and performance and between the requirements of business and individual growth. The case studies highlight some of these links. As an introduction, here is a general view of the tools and functions which support the learning processes within our organisation.
To ensure the best possible outcome of the learning processes there must be a mutual understanding of the development needs between the employee and the manager. In short, defining the development goals is a two-way process. The manager needs to ensure that the employee is able to meet the demands of the job and the employee must take responsibility for his or her own development.
Development plans
To achieve this, all salaried staff have an individual development plan which is made in collaboration with his or her manager. The plan is linked to business objectives and is evaluated and adjusted annually, generally on an individual basis. A similar plan is developed for hourly-paid employees, although these plans are frequently 'team plans'. The practice of creating teams to achieve given tasks is now well established at many of Novo Nordisk's production sites.
Organisational reviews
An additional step in this effort to support organisational and individual development is the yearly 'organisational review'. Based on input from their managers, senior managers worldwide focus on three issues:
