Employee Development and Training Best Practices
Best Practices, LLC has conducted extensive research in the field of Employee Development and Training. Browse through and sample our published Employee Development and Training research in the topics below:
| |  | Best Practices for Developing Critical Engineering Talent  
Non-members: Click here to review a complimentary excerpt from "Best Practices for Developing Critical Engineering Talent"
Study Overview
While the job market is continuously changing, one thing is constant: recruiting and retaining employees with high technology proficiency is challenging. With engineering talent relatively scarce, companies that seek to attract and retain employees with high-technology skills face an increasingly competitive labor market.
With the goal to help such companies, Best Practices, LLC conducted research to identify successful engineering development programs. These programs could be implemented by organizations to optimize talent development, recruiting and retention efforts. This benchmarking study examines best-in-class engineering development programs that will bolster the company’s engineering pipeline and maintain low turnover rates.
Key Topics
Design and Effectiveness of Key Engineering Development Programs:
Internships/Co-ops
Rotational Development
Mentoring/Coaching
Leadership/non-technical Development
Continuing Education
Certificates & Professional Memberships
Innovation & Best-in-Class Approaches for Today’s Environment
Sample Key Metrics
Approximate percentages of engineers involved in particpant company’s coaching programs
Types of leadership development programs offered by companies for engineers
Percentage of companies offering rotational development programs for entry-level or experienced engineers
Percentage of all engineers eligible for participant company’s rotational development programs, and percentage of engineers who participate
Percentage of all engineers eligible for participant company’s tuition reimbursement for continuing education and percentage of engineers who use the benefit?
Percentage of cost reimbursed for each type of continuing education for engineers
Percentage of external certifications fully paid by the company
Percentage of all engineers having professional memberships
Engineer involvement in outside organizations required or expected for top technical talent
Percentage of all engineers at participant company receiving reimbursement for professional memberships
Sample Key Findings
Promoting Thought Leadership: All benchmarked companies are active in their communities and nationally to promote engineering careers and their corporate brand. Companies can increase their thought leadership by encouraging engineers to participate on high-profile professional boards that set standards of excellence for the field.
Fine-tune Internship & Co-op Programs: Internships and Co-op programs are effective approaches to source new talent. Companies increase the number of new hires by engaging students with early job offers, structured mentoring relationships and part-time assignments. Some offer early certification of interns.
Extend New Technologies: Some companies extensively apply new social networking and video technologies to reach younger staff and differentiate the company as a great place to work. Others can expand the use of those new technologies greatly.
Methodology
Twenty leading companies participated in this benchmarking study. Data was compiled from surveys and in-depth interviews. The typical respondent has 18 years of talent development and management experience. The typical company had 2007 revenues of US$9B and employed 35,000 people (5,500 engineers) globally.
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