Number 5 – Investment in Human Development

Establish and enable proper training and human development to create new ‘scientists’ in the organization, providing opportunities for continued experiential learning and growth.

Practitioners: strategic

Return on Investment

The return on investment in human development is immeasurable.  I believe this to be true.  Additionally, I have seen the results of a focus on and investment in human development.  One of the initiatives I conduct with clients is called ‘The Five Elements of Development’.  It is meant to realize the incredible opportunity of concept number 5.

Why is the only practitioner listed at the Sponsor or strategic level?  As a lean gold certified practitioner, I may have an answer you will find suitable.  To set the stage, however, I will begin with what I call the executive agreements.  There are three primary agreements made between the board and the executive: organizational value in the marketplace, the allocation of resources in pursuit of that value, and the organizational culture. 

You may already see the connection between development and the executive agreements.  The pursuit of human development is part of the team member experience.  From David Mann’s excellent book, Creating A Lean Culture, we read, “Culture is an idea arising from experience. That is, our idea of the culture of a place or organization is a result of what we experience there.”

Investment in Human Development

The reason culture is one of the three executive agreements is due in part to the law of reciprocity.  We all respond in kind, and this has an impact on discretionary effort.  When we are cared for, we care.  When we are rewarded, we reward.  When we are respected, we respect.  At the same time, one of the greatest failures occurs when this idea is nothing more than a strategy.  To care for a respect the organizational community is not entered into for the purpose of increasing discretionary effort.  Discretionary effort is the result of being cared for and respected for nothing more than human dignity.  

The reason investment in human development is strategic is that for the culture to be in place, it must be across the organization.  In many organizations I see pockets of excellence.  In a few organizations I see cultural adhesion.  Leaders leading from a common value of dignity.  As leaders, it is our responsibility to self-police and either reform or remove the leadership elements that dilute the common culture. 

Questions For Your Consideration

Do you see human development as an intentional investment in your organization?

Is there a common culture in your organization or just pockets of excellence?

How effective is the evaluation of leadership presence in the employee surveys?

Are actions taken from your organizational surveys measured in terms of results?

How would you design a development program to benefit your team members?