CarterRadley Accelerators are used to prepare and transform workers for new roles and responsibilities with the firm. The accelerator process begins with an assessment to define the transformation that is required. This is then followed by a sequence of mentored experiences to develop the knowledge, skills, and behaviors required by the firm for the new role. The process concludes with carefully managed and coached actual or simulated work experiences designed to practice, hone, and polish the job skills the firm requires by means of continuous improvement activities. The outcomes from a custom accelerator within a firm are documented and proven successes transforming valuable workers into new roles.
An orientation that prepares the learner for the learning experience.
A collection of rotations to ensure the learner has the knowledge and skills to apply those basic skills and a set of specific job skills require of new professionals at the firm.
An accelerator to help each learner practice the skills and behaviors the firm requires for its new workers.
Professional Development Centers (PDC)
CarterRadley tailored Professional Development Centers are valuable resources that firms use to accelerate the development of high-potential workers into new key roles in a safe and secure manner. Nothing is more frustrating that to take a proven high-performer, place them into a new role, and discover that they are not yet ready to play that role. Such failed efforts often result in double loss: the failure of the project and the loss of the worker. The CarterRadley PDC is specifically designed to accelerate proven workers to the next level using a blend of simulated and actual work experiences with careful mentoring, coaching, and a guaranteed safety net. Using processes derived from our internships, PDCs use assessments, knowledge acquisition and skill development experiences in a carefully mentored and managed data-driven continuous improvement process. As soon as it is clear that individuals are ready to take on new responsibilities due to repeated successful performance on simulations, they are given real project experience with coaching support.
The use of mentors and coaches to provide a secure safety net gives workers the confidence to take risks, learn new things as a result, and become comfortable because they know what they know, know what they don’t know, and are clear about the line between the two. Some have questioned, given the high cost of failed projects and employee turnover, why all projects are run within a PDC. We at CarterRadley have been asking this question for a long time.