At MIT’s ‘Innovations in Health Care’ conference, industry experts discuss how to maintain quality while reining in costs.
To provide the MIT community with a comprehensive, practical and accessible training and development program to:
- Enable people to work most effectively and efficiently within MIT's redesigned organization
- Ensure successful implementation of the reengineering effort
- Support MIT's human resource principles.
MAJOR CRITICAL SUCCESS FACTOR
Senior management demonstrates commitment to the strategic importance of training and development and signals that training and development are essential for taking the Institute into the 21st Century.
Three major training categories support the reengineering efforts. This team is helping to identify specifics within each category, develop quality standards, ensure cohesiveness of programs, and recommend policies. The categories do overlap.
Technical Tools Training: Examples: email, word processing, spreadsheet, computer security
Business Process Training: Examples: procurement process, appointments process, grants/contracts, internal controls
Professional Development Training: Examples: negotiation skills, performance appraisal, coaching skills, facilitating meetings
Team members are Rob Clark, Jr., Jennifer Dougherty, Margaret Ann Gray (captain), Jeff Pankin, Michael Taub, Lisa Hirsh (Index), and Karen Rancourt (Index). The sponsor is Joan Rice. To accomplish the vast amount of training needed, this team will use internal and external resources to coordinate three types of groups:
ReE Teams' Training Coordinators: ReE team members responsible for business process training content and delivery; plus integration of other training programs for their team
Spin-off Teams: Ad-hoc groups organized under the direction of the training team to focus on a specific issue or deliverable
Functional Unit Training Efforts: Ongoing training efforts in departments, labs, and centers
A version of this article appeared in MIT Tech Talk on May 1, 1995.