TRAINING & EDUCATION
be a change in resourcing, that this member of staff might need some additional help or support in meeting the requirements of their job or that there might be personal issues of which their manager isn’t aware.
Training is truly a great opportunity to create interactions and shows that the company cares about its employees’ success and growth.
“IN LATE 2015 A
SURVEY SHOWED THAT THE MAJORITY OF
CEOS ARE LOOKING TO IMPROVE THEIR
COMPANY’S CULTURE.”
of their top people. Companies need to take control of the formal learning that that their workforce takes along with supporting the growth of their people informally and improving communication between leadership and peers. The companies that continue to evolve across these areas will help keep many of the best people committed to their business instead of losing them to competitors.
“TRAINING IS TRULY A GREAT OPPORTUNITY TO CREATE
INTERACTIONS.”
The use of technology for learning and the course content available online help a widespread workforce improve their skills and knowledge and, where appropriate, allow them to gain recognised qualifications. However, to create a learning organisation you need to put the right processes in
www.tomorrowsfm.com
place, allow people to make learning part of their day jobs and then share their successes company-wide to draw in more participants.
Priorities should include formalising the management of all learning and development, integrating course content created internally with that from outside providers, and monitoring and reporting on progress.
Reporting can be controversial. Few people like the idea that they are being monitored or ‘watched’ by management. However, monitoring training participation can facilitate interactions between leadership and their employees, and create opportunities for staff to speak about a whole host of things that can affect work productivity, performance and enjoyment. For example, let’s say someone fails to complete their development programme requirements in order to be compliant in the job they are doing. A notification of their failure to complete the training can inform the leadership that there needs to
Improving and embedding company culture is identified as a top priority by CEOs. So it’s not just enough to offer training on skills and competencies. All learning should be wrapped within the context of the company culture and its mission. This makes the training relevant to the individual’s daily work and increases their sense of connection with the organization. It’s easier for them to see that the training they’re undertaking will help their career within the business. And by seeing a future career path within the company, enabled through the training it provides, the loyalty of any member of staff improves.
If you’re thinking ‘yes, we offer training’ ask yourself how well- coordinated it is? Does it appeal to the needs of staff from starters to long-term employees, from beginners to subject matter experts? Learning shouldn’t be treated as an add on, a perk or ‘time off work for good behaviour’.
It’s the way your
company should engage with its staff, encouraging them to improve and in turn influence the company’s continuous improvement. A well- coordinated learning organisation is a force to be reckoned with.
www.blackboard.com TOMORROW’S FM | 31
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68