Companies dedicate time, resources and fortunes annually to deploy training sessions and learning experiences to stay relevant in the “fourth industrial revolution” . Fostering a mechanism to implement the learned skills in corporate performance is a major challenge that requires a thorough examination. Given how important is the role of skilled workforce are in driving business outcome, companies must create a better and more scalable measures to trigger implications.
One of the major improvements that companies shall redefine is not only a clear strategy that is aligned to their masterplan, rather it is how their leaders and employee’s mindset is when they consider choosing and/or attending trainings, as well as the environment they come back to afterwards. (“I’m here because the company wants me to be here”) or (“Well, its good to be here-Its nice to have a break from the real work”) are some behaviors employees’ show, which might consider a serious barrier to learning. Thus, companies assume that learning outcome is measured by attendance and don’t mind hearing such skepticism.
To improve and sustain benefits for longer periods, companies can avert these flaws to a better outcome and move the needle in a more meaningful way. Following are some of those approaches:
1- Emphasize on learning need: communicate internally what changes need to be made, why at this time and employee’s defined roles. This will help companies create credible ambassadors to be involved in the effort and how new skills will address opportunities and challenges.
2- Shift recipient mindset: though learning experience might be practical, however, not all employees might apply what they learn. Therefore, companies should diagnose recipient mindsets, categorize them and find approaches to set the right expectations and align each category with the new skill grids.
3- Leaders responsibility: having a meaningful support from relevant leaders in the company might ensure lessons stick when learning experience ends. Having an open platform to discuss the learning content and its practicality, give and/or receive feedback as well as engage with them to serve as a role models to reinforce the new behavior afterwards.
4- Putting new skills into practice: : companies expect that employees will figure out how they will incorporate what they’ve learned into their day-to-day activities. To dispel this, companies are responsible to develop a multi-faceted roll-out plan that supplements their planned learning experiences with both formal and informal rewards, coaching, value links, and the use of cueing and reminders.
We at Lumofy believe that yielding the value of learning experiences are co-opt responsibility that both the companies and their employees must share. We urge employees to consistently confront their ability to cultivate new skills and learn as they are considered the heartbeat of their companies and its biggest differentiator. We also urge companies to focus on what happens in the workplace before and after employees have learning experiences. Companies must create a receptive mind-set for learning experiences before it happens and ensure having a “supportive” environment afterward, this shall dramatically enhance the business impact of their learning experiences.