H.J. Corbett uses the best level research and empirical data from universities and verified sources to deliver programs of skill development to the workplace. The following are critical areas of concern in the improvement of skills in the workplace.
Taking the step to update learning and development programs is more important than ever before. It is a huge challenge for business managers.
Statistics disappointingly show that as of 2015, corporations across America spent approximately $164 billion dollars on learning and development programs. Even with this astronomical figure, many executives continue to struggle with understanding how to improve and enhance their own effectiveness on the job. Research continues to show the need to continually change and improve learning programs.
To further understand this exact problem, direct studies were performed on learning and development programs. They had then been followed by structured surveys with high-level training executives at 16 major corporations in various sets of industries that ranged in size from $1 billion to $55 billion in annual revenues.
To truly understand how providers of training and development programs viewed these challenges, leaders of executive education programs at several leading universities were interviewed. From this research, it was observed that there were seven main challenges that companies must meet to create development programs that really work:
In the past, managers passed on knowledge, skills experience and know-how through coaching and mentoring. But now, in our more international, competitive and complicated world, the role of the manager has slowly faded. Managers are now extremely pressured with high levels of responsibilities. They are unable to produce given results against their performance metrics. This leaves little time for mentoring their own team. All organizations need to support, incentivize and help managers to acquire these skills and knowledge.
It used to be that what you learned was a skill you could use for years. Now, however, certain knowledge and skills can become obsolete within weeks or months. This makes the need to master new skill sets rapidly more important than ever.
This continual change requires organizations to rethink how learning and development happens from an “every now and then” activity, to a more stable and ongoing campaign. It has been noted by executives that avoiding information overload is critical, so companies must find a balance between giving the right information versus an overload.
A one-size-fits-all and highly structured learning program just doesn’t work anymore. People need to self-direct and have more control over their own learning focus, abilities and passions. However, it is proven that most cannot do it by themselves, nor would you want them to.
The development and growth of talent in your team is critical to your continual success and overall productivity. People need to be able to feel their own identity is being fulfilled, and their passions satisfied which should drive your team forward.
Pushing employees toward further engagement for more learning and development activities over their existing workload often leaves them feeling overwhelmed, tired and confused about their ability to finish their tasks while leaving them wondering “When will I find the time?”
Companies must now react by implementing mobile solutions that make learning more accessible for their people. This can include Internet based training that is accessible when they want and where they are at the time via a Smartphone or other mobile device.
While most organizations nowadays have more people working virtually, it requires more thought and creativity in how to train this part of that workforce. This includes formal learning through courses, but also the informal mentoring and coaching channels like video and other creative media.
Since these employees are out of sight, they should never to be out-of-mind when it comes to learning and developing new and important skills. Mentoring has, as a secondary purpose, monitoring the employee’s use of these alternatives for virtual teams.
People need to have transparency, integrity and honesty from their mentors and leaders. This is an issue because business leaders continue to face the problems of mistrust.
According to a recent survey by the American Psychological Association, one in four workers admits that they don’t trust their employer. Furthermore, about half believe their employer is open and upfront with them. If our leaders disconnect and refuse to share their own ongoing learning journeys, it would be impossible to expect their people to enthusiastically pursue their learning journey. The old adage “lead by example” is a truism.
If managers want their employees to engage in learning and skill development, then they need to show that they are actively working on their own personal learning journeys as well.
With five generations of people actively in the workforce today, companies and organizations must redefine the way employees learn. The tools and activities they use must correctly match the different preferences, styles and expectations of employees. As leaders and managers, we must know the value and effectiveness of the learning and development programs brought to our organizations.
But as business people, we also want to make sure that we are receiving a high return on investment. By clearly understanding the trends emerging in our learning and development programs, we’ll better position our companies to select the right targeted solutions to drive results, increase employee engagement, and increase innovation and productivity.
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