Employers and HR teams can, in many ways, keep an ever-growing business by focusing on employees as an asset.
In this unprecedented time, a tight labour market, and even the future, policies and practices that support, engage, and develop employees can be a truly competitive advantage. Studies and surveys have also proved that various ways of investing in an employee’s career, such as showing empathy, providing effective development, etc. can increase performance and engagement.
After reviewing the aforementioned surveys, having an employee-centric approach to business is instrumental to the success of the whole organisation. Training and development is the most effective when implemented strategically, which involves content development, method of delivery, and integration of technology. As the trend in training has evolved over the years from instructor-led to classrooms to utilising online platforms, a traditional approach to employee training and development is still relevant or effective since each employee has their own learning styles. A mix of both methods could be the best L&D strategy to ever be made.
As L&D professionals, you might sometimes get so consumed with evaluating and helping employees across your organisations. You might forget to train yourself, other L&D staff, or trainers. This could be bad for your own team as they might get less attention and development like others.
To ensure your L&D team is up to date with their skills and comprises the best of the best across your industry, and that your staff remains sharp, here are tips to take care of your L&D staff:
As with any position, no amount of training can rectify a bad hire. Thus, making sure your L&D staff are of good qualities is important. Having staff that have the following characteristic in them will help ease the amount of time and energy in training and development programs.
The idea of training and teaching might sometimes overlap. As you develop your L&D team, make sure you clearly state that training and teaching are two different worlds. Teaching requires more passive, theoretical, indoctrination-type approaches. On the other hand, training and developing require more active, motivating, real-life, and hands-on approaches.
As many of other employees do, your L&D team also has their own learning styles that can help retain information longer. For example, some learners retain material better when they read documents, while others remember better when they hear or see visual graphics. Make sure you have learning materials available for each type of learning style.
Like many work responsibilities, training and learning also need goals and objectives. Without concrete goals and objectives, your developing plan might not go smoothly and you will not see results from your staff. In addition, the goals should be specific, measurable, actionable, relevant to each staff’s responsibility, and time-bound.
Periodically assess your team where each strength and weakness lies. This helps you see when you have to create a refresher course of training and to see who is ready to acquire new skills or expertise. Likewise, do not forget to give feedback to ensure your team is always producing the best learning content and instruction possible for the rest of your organisation.
Training does not always have to stick to materials, books, or videos. You can encourage your L&D staff to share their own best practices and tips with one another via social learning platforms and avenues. This practice helps ensure your team is collaborative and cooperative. It also helps identify common mistakes thus you can quickly rectify across your department before they become an organisation concern.
One and probably the most important in every training and development program is to become a coach. When your team members need guidance or hit a roadblock in their roles or everyday work, be available to help them figure out the best ways forward. Offer help, resources, and guidance when they need them. Without your presence as their coach, it will be very challenging for your staff to be a resource or offer resources to those other employees who are relying on them for support and guidance.