08/2003 | Could You Impart Your Firm Culture in Five Years? |
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The 25-person architecture firm in Arlington, Va., The Lukmire Partnership, recognized that its efforts at professional development were an investment. In 1999, the firm set out to create a more formalized approach to professional development. Two simple goals were identified: set an educational direction, and make the most of limited resources. A four-person committee chaired by the president quickly determined that it needed to map out a five-year plan that would:
The demands of day-to-day practice led the committee to the realistic conclusion that the first year of the plan should be devoted to preparation and planning. In the second year, it envisioned a series of lunch-and-learn sessions, provided by both internal and external experts. Year Three would see the addition of structured half-day workshops and site visits. Year Four would incorporate self-directed learning projects. In the fifth year, the committee felt that enough feedback and evaluative data would have been accumulated to support a full, informed strategic educational planning effort. Lukmire’s grounded, yet creative approach earned it a special citation during the 2000 AIA/CES Awards for Excellence Program. The professional development plan for your firm should reflect its specific business framework, system for supporting innovation, and cultural attributes—in short, its competitive advantage. To view a sample page click the image in the reference column at right. Copyright 2003 Jean R. Valence. Reprinted from Architect’s Essentials of Professional Development with permission. Copyright 2003 The American Institute of Architects. All rights reserved. Home Page |
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