3 Ways Companies CanUpskilleffeCtivelytheiremployees - Babette Froehlich, EVP, Human Resources, ams OSRAM SEPTEMBER 2022 • Vol.9 • No.09 EditionThemedon andReskillingUpskilling (ISSN 2564-2014) 2416 30 36 transform your pUpskilling/reskillingrogramsWithCutting-edgetechnology - Rose RoundtableRobertson,Learning how to Upskill managers to lead the emerging Generation of Workers - Jon Greenawalt,15Five 5 key reasons reskilling and Upskilling should Be a top Company priority - Jason Richmond, Ideal Outcomes Inc. reskilling and Upskilling: how to hire a versatile prospect - Michael Gibbs, Go Cloud Careers
Employee Learning & ExcellenceDevelopment SEPTEMBER 2022 Vol.09 No.09 3 Ways Companies Can effectively Upskill their employees How to win in an increasingly competitive market - Babette Froehlich, EVP, Human Resources, ams OSRAM 07 On the Cover XeDin (ISSN 2564-2014) Content 33 Why Relationships Matter For Black Economic Advancement How to address the often-overlooked element to success: professional social capital - Dr. Kimberly Underwood, Research Chair, CWDIR, University of Phoenix College of Doctoral Studies 39 Learning And Development: The Key To Employee Retention eLearning training videos are convenient, efficient and cost-effective - Phillip Carmichael, Jr., Marketing Assistant, Intellezy 10 Straight Talk with HR.com “Artificial Intelligence Will Become More Ubiquitous In L&D” Exclusive Interview with Jess Elmquist, Chief Evangelist & CHRO, Phenom 20 Straight Talk with HR.com Fulfilling Employees’ L&D Needs Such That It’s Also Beneficial To Employers Is The Biggest Challenge Exclusive Interview with Khai Jones, Senior Director, Global Talent, Tektronix 27 Straight Talk with HR.com “Talent Leaders Need To Invest In L&D That’s Integrated Into The Flow Of Employees’ Work” Exclusive Interview with Amy Cohn, Chief People Officer, Allego EditionThemedon andReskillingUpskilling
Top Picks 16 24 30 36 Transform Your Upskilling/Reskilling Programs With Cutting-Edge Technology It is important to build a culture of career-long learning - Rose Robertson, Director, Learning Solutions, Roundtable Learning How To GenerationTheManagersUpskillToLeadEmergingOfWorkers The rise of the modern manager - Jon Greenawalt, SVP, Customer Transformation, 15Five 5 Key Reasons Reskilling And Upskilling Should Be A Top Company Priority Investing in your existing employees is sound business practice - Jason Richmond, Founder and Chief Culture Officer, Ideal Outcomes Inc. Reskilling Upskilling:AndHow To Hire A Versatile Prospect Reskilling and upskilling are most effective with employees who are versatile - Michael Gibbs, CEO, Go Cloud Careers INDEX
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Technological advancements are making several jobs and skills associated with them redundant. Today, human resources (HR) professionals often talk about the truly awe-inspiring catalog of talent and experience their organizations need to meet the requirements of Industry 4.0—and to get ahead in the advanced stages of a digitized, AI-enabled and skill-driven Eveneconomy.ifonly half of the futuristic predictions come true, HR departments will still face the Herculean task of fostering a workforce that is more emotionally intelligent, innovative, and resilient—one that is able to proactively reinvent their job descriptions to match every new innovation cycle and business Thatmodel.is why employees’ learning and development is more important than ever. Without it, companies will not be able to keep pace with the speed of innovation and transformation. In this edition, Themed on Reskilling and Upskilling, we bring you expert articles of and interviews with learning and development (L&D) experts to help you guide through one of the most competitive eras, where every employer and HR leader wants to build a workforce that can successfully lead them into the amsfuture.OSRAM
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EVP, Human Resources, Babette Froehlich, in her article, lists down the 3 Ways Companies Can Effectively Upskill Their Employees In Transform Your Upskilling/Reskilling Programs With Cutting-Edge Technology, Rose Robertson from Roundtable Learning will tell us why it is important to build a culture of career-long learning. Also, read 15Five SVP, Customer Transformation, Jon Greenawalt’s How To Upskill Managers To Lead The Emerging Generation Of Workers to understand why companies must also invest in their managers, and not just senior level executives.Also,check out the exclusive interviews, featured in the edition, where L&D leaders touch upon how the learning landscape has changed over the past few years, the challenges they face when it comes to employees’ upskilling and reskilling, and why a continuous learning culture is important, among others. That is not all! We bring you a handful of other insightful articles in this edition of Employee Learning & Development Excellence, and hope you find answers to your queries around employee learning and development that help you achieve excellence in our L&D initiatives. Happy Reading! keeping pace with the speed of Workplace innovation and transformation OR For Advertising Opportunities, email: sales@hr.com
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Virtual events in the Employee Learning and Development track help you stay on top of the latest training, development and assessment techniques in order to maintain a competitive edge in the marketplace. Develop your skills, concepts, and attitude changes, and gain more knowledge to enhance performance. Training is crucial for organizational development and its success which is fruitful to both employers and employees of any organization. Some important benefits of training and development include: Increased productivity, Less supervision, Job satisfaction and Skills development. Each Virtual Event consists of up to 10 credit webcasts.
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Today’s human resources (HR) professionals often talk about the truly awe-inspiring catalog of talent and experience their organizations need to meet the requirements of Industry 4.0—and to get ahead in the advanced stages of a digitized, AI-enabled and skill-driven economy.
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3 Ways Companies Can effectively Upskill t heir employees
By Babette Froehlich, ams OSRAM and digitalization have taken center stage and accelerated competition, so it is vital for organizations to create a landscape of learning that works for everyone—one that empowers employees to carry out learning activities for themselves, where and when they choose. The growing Gen Y and Z workforce do not learn by traditional methods, which is why learning must be on-demand: anytime, anywhere and on any company device.
Even if only half of the futuristic predictions come true, HR departments will still face a Herculean task of fostering a workforce that is more emotionally intelligent, innovative, and resilient—one that is able to proactively reinvent their job descriptions to match every new innovation cycle and business model.
Thejourneys.aOU
Our learning offerings are now integrated with our performance-management review cycle, which fosters a feedback culture and encourages our employees to regularly take the time to learn and grow. how to win in an increasingly competitive market
Cover artiCle
Here are three ways organizations can help employees develop their career skills and prepare themselves for the future of work.
At our company, we have embedded lifelong learning into our culture through what we call ‘ams OSRAM University’ (aOU). aOu offers more than 16,000 courses and partners with top universities and best-in-class providers to ensure a high-quality curriculum and innovative learning experiences, whether they be onsite, online or blended-learning
library also includes a pool of internal trainers, who facilitate knowledge transfer and help with the tracking of individual target achievements.
1: make Continuous learning part of the Company Culture It is critical to shift from single-event training to a culture of lifelong learning. The trends of globalization
That is why continuous learning and people development are more important than ever. Without them, companies will not keep pace with the speed of innovation and transformation.
Employee Learning & Development Excellence presented by HR.com September 2022 8 Submit Your Articles 3 Ways Companies Can Effectively Upskill Their Employees
2: focus on individual strengths and preferences
For the Project Management career path, for instance, we have an active project-management community that offers the opportunity to get projectmanagement certifications and to learn additional agile methodologies. And for the Leadership path, we have training courses, such as “How to Improve Your Coaching Skills as a Manager” and “How to Lead During Times of Change.”
At our company, we have established a career-path framework to provide orientation for every employee. The five career paths included are: Leadership, Specialist, Engineering, Sales and Project Management. To each path, we have connected a variety of learning offerings, such as tailored training activities and individual career development. Our paths build a pipeline for specific businessrelevant capabilities that are hard to find in the external market.
We also offer different programs for different stages within the Leadership path, such as the New-toManagement program, the Essentials of Leadership program, the Advanced Leadership program and the Senior Leadership program. In order to foster diversity, we have additional programs, like the Women Leadership Forum.
While it is good to help employees improve in areas where they may be challenged, it is also important to look at individual strengths and preferences to help employees move forward in their careers based on their natural abilities and interests.
3: turn employees into experts
Turning employees into experts is vital in a world, where people have to work more independently in self-organized networks and where agility is the key to innovation. As your employees gain knowledge and expertise, they will be able to perform more independently and tackle more advanced projects. Their training should keep pace with their development and progress as their skills do. That is why it is important that your people-development
During the performance-review process, for example, companies can give employees the chance to initiate a structured self-reflection with their manager. These dialogs should focus on the employee’s specific talents and career interests, as well as on the formulation of an individualized training and development plan based on that self-reflection.
Babette Froehlich is EVP of Human Resources at ams OSRAM. Would you like to comment? strategy is in alignment with your business strategy and that you can provide all needed training to upskill employees, which is an extremely important success factor now. With this in mind, our company designed a Key Expert program in R&D, which is part of our Engineering path. The purpose of the Key Expert program is not just to develop and retain our experts but also to help foster leadership across strategic technologies. Our experts are able to better support customers and ensure a customer-driven approach in their respective technology fields. They are also able to build strong networks with external partners and technology suppliers while helping to facilitate strategic decision-making and ensure the backfilling of our innovation roadmap. Overall, helping your employees develop industry expertise and grow into higher roles within your organization is a critical success factor to retain high performers and win the intensifying competition for talent. 4. Get active with Universities to promote a Win-win and further learning opportunities
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In a world buffeted by constant change, that is how organizations can keep their talent engaged, increase retention and secure their future.
At ams OSRAM we interact with universities on a regular basis. In addition to recruiting efforts, our experts engage to lead classes, seminars and research projects that benefit the students and university as well as our own organization. We know this is more than going in and “teaching”. These touchpoints are co-learning opportunities for all parties involved. From research topics to fun programs, like our “Sensor Innovation Challenge”, we find creative ways to interact with universities and students to bring technology to life. Our mentors in these programs not only teach and guide, they learn and get as much out of the experience as the university participants. final takeaway The goal of every business should be to help employees grow in such a way that they can further their development, unleash their full potential and advance their careers within the company, while increasing interactions with the right communities.
“Artificial intelligence Will Become Ubiquitousmorein l&D”
“Every company is basically a tech company, so as artificial intelligence becomes more ubiquitous, I view that as a good thing for companies and workers. AI is powering the new talent economy to deliver richer, more fulfilling experiences for a workforce that is more diverse and wants a bigger say in their professional development,” said Jess elmquist, Chief evangelist & Chro, of phenom in an exclusive interview with hr.com, Jess touches upon how the learning landscape is changing, some of the upskilling and reskilling initiatives undertaken at Phenom, and how to build a continuous learning culture, among others. Q. straight talk hr.com
with
how has the learning landscape changed in your company since the Covid-19 pandemic?
Jess: Phenom, a global HR tech company, was a hybrid organization long before the pandemic. And we have re turned to that model – having employees both in office and working remotely. In my discussions with HR lead ers, the pandemic was an eye-opening experience, and the need for highly dynamic, online, just-in-time learning for remote employees became critical overnight. There is just less “drive-by” peer learning, so productivity can be hurt if organizations do not proactively have solid solutions at employees’ fingertips. Content expectations have also changed. Employees are looking for the “Lifestyle Contract” between them selves and their employers to bleed into learning. There have to be options around mental health, meditation, and work-life balance along with highly engaging con tent on leading self, process, projects and other people. Communication and technical skills are also right up there.
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Excerpts from the interview:
Exclusive Interview with Jess elmquist, Chief Evangelist & CHRO, Phenom
Employee Learning & Development Excellence presented by HR.com September 2022 11 Submit Your Articles
Ramp Camp's success lies in its process and its cur riculum. We started it about two-and-half years ago, and in that time have seen 80+ salespeople emerge from the program with skills, such as prospecting, storyselling and hustle. We also offer a range of cross-functional experiences along with collaborative opportunities. Many com panies have silos that need to be challenged in order to create opportunities for everyone. On the Phenom platform, there is a Gig and Mentoring tool, for exam ple, that supports our own international team to share straight talk with hr.com Q.
Jess: Professional development is at the core of the employee experience, not just for our own talent but for customers as well. Within Phenom we have a 90-day onboarding process for the sales team called “Ramp Camp.” It is really interesting because it takes first-time salespeople and trains them with the critical skills for the role along with infusing Phenom’s mis sion (helping a billion people find the right job) with Phenom’s culture (#NotNormal). New employees are partnered with a mentor from day one, and graduates are celebrated internally and externally.
So I think that in-person learning should be an event –a culture-builder and a skill-builder. Employees should take these moments to get to know their colleagues and senior leaders along with subject matter experts, to engage at a high level. I just finished reading an interesting McKinsey study on the future of work. As per the study, as many as 375 million workers—14% percent of the global work force—would have to switch occupations or acquire new skills by 2030. That is huge. Part of the re-skilling effort is supporting employees to adapt and change skills at a rapid pace – cognitive skills, emotional strength and increasing adaptability and resilience. Every company is basically a tech company, so as artificial intelligence becomes more ubiquitous, I view that as a good thing for companies and workers. AI is powering the new talent economy to deliver richer, more fulfilling experiences for a workforce that is more diverse and wants a bigger say in their profes sional Employersdevelopment.willhave better opportunities to have clar ity around their people to allow reskilling to happen as AI reshapes work. And talented workforces will have higher-level, more meaningful roles available to them that machines just can not do.
What are some of the upskilling and reskilling initiatives taken in your company recently?
What are the metrics you follow to track the progress of your employees undergoing reskilling and upskilling?
Learningemployees.and
I used many of these metrics when I was in an execu tive leadership role at Life Time, the healthy way of life company. But then we also had to manage learning and certification completion. By department and by individual, we looked at discretionary effort in educa tion – were employees taking elective courses in our learning development process, for example. We actu ally measured that. Q.
Because our platform captures skills and preferences at the individual employee level and at the enterprise level, we can see what gaps exist, what gaps are being filled, and where their talent needs the most sup port. This not only helps significantly with workforce planning, but also with determining what is and is not working from an upskilling effort. So as employees grow and evolve, our platform will update to reflect their new skills.
opportunities and give new experiences to internal development are critical issues in light of the high number of people quitting their jobs throughout the U.S. They feel as if they have already learned everything they can in their current role, and they are yearning to stretch themselves. A study by EdAssist found that 58 percent of Millennials expect employers to provide them with learning opportuni ties relevant to their job. But only 26 percent feel their employers are actually invested in their professional Phenomdevelopment.recently announced integrations with De greed and Udemy Business, and there are many other learning management software and learning experience platforms that we partner with. These integrations pull relevant courses from the respective platforms into our internal talent marketplace and personalize their placement, which presents the right learning opportunities to the right employees at the right time.
straight talk with hr.com
Jess: Let me start with how we are helping custom ers track their employees’ progress because there is an interesting story there.
In broader terms – and I am speaking as a CHRO here – job satisfaction and discretionary effort are key metrics. By discretionary effort I mean we are not ask ing the employee to go the extra mile, they are giving it because it is their mile to give, and there is a direct correlation between job satisfaction and discretionary effort. Retention is something that most CHROs follow closely too. Being able to hold on to people longterm, and in that being able to see them move from one department to another – we are watching them grow their careers cross-functionally – is satisfying to us as human capital leaders. ‘Nine box’ is another HR process we use to identify our people’s leader ship potential. Watching employees move through a leadership development process and commit to the demands it takes, it is nice to see future leaders at Phenom develop before our very eyes.
Employee Learning & Development Excellence presented by HR.com September 2022 12 Submit Your Articles
how can technology and analytics be leveraged for l&D to power reinvention and make an impact?
Jess: As many HR professionals know, HR stats and analytics move at glacial paces while so much of our world – sales, finance, and marketing – moves much quicker. Because we work with people, it just takes a while to get the data out to show that there has been an impact. So companies are thinking, “Am I willing to invest when I don’t even see whether the learning is working for a quarter, or half a year, or even a year?” With reten tion, for instance, or satisfaction, you are not going to see it overnight, or even in a month. how can leaders lead through these unprecedented times to build a continuous learning culture? Jess: Clearly they need to prioritize long-term – that’s critical. Focus on the non-urgent development goals of your team and specifically your high-potential population because if you do not someone else will. Building a continuous learning culture means mak ing learning and development valued, and a company imperative. And finally I would say celebrate the wins – celebrate the business owners that make learning a business priority that benefits employees, not a “chore.” talk with hr.com Would you like to comment? Q.Q.
straight
Q.Q.
Time, budget, awareness, a new way of doing things. Leaders and teams are scared of the implica tions of losing one way of doing things for another.
When you can show that teams and employees that are successful in meeting learning requirements per form better, stay longer and progress faster, then adop tion of others in the same process follows quickly. Reskilling the learning team is important. Investing in their education makes a difference. There also may be a need to re-evaluate the investment in the learning team – making sure you have the new roles, the tech nical and analytical roles that truly allow a team to suc ceed in the new learning environment we are facing.
The goal of our certification standard was to be sure that no new team member served a customer until they knew their job inside and out.
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The other one, too, that we measured was productiv ity. People who went through training and certification ramped up faster so they were successful in their role, felt positive about their early experiences and ultimate ly stayed longer. as companies are adopting a digital-first environment, what kind of investments should talent leaders make to modernize learning & development?
Jess: Leaders need to partner their learning experts with best-in-class AI-empowered tools, which relieve learning leaders from repetitive tasks and give them a dynamic and cutting-edge learning platform.
What are the key challenges you are facing when it comes to the skilling of Jess:employees?
So much of this is people-oriented, it is change man agement. People will say that learning is important, but work always takes priority. So unless you have a culture that prioritizes learning, there has to be ac countability for those leaders, who decide to ignore or want to skirt the issue. There are carrots and sticks on both those levels. The work-learning dichotomy is a big one.
Going through a change management process, where you go from a culture that is non-learning focused to learning-focused, is tough. But it is something that can be done.
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top pick
epUpskilling/yourreskillingrogramsWithCutting-dgetechnology
In an ever-tightening labor market, organizations are looking for ways to keep their current employees. Organizations must provide a clear path for employee advancement throughout the employee life cycle. One aspect of this path is the process of reskilling or upskilling employees, which are two of the most important employee retention tactics at your disposal. Reskilling employees means training employees with the skills they need to assume a new role. Upskilling employees means giving them additional tools so they can improve in their current roles. To create effective reskilling and upskilling programs, it is important to build a culture of career-long learning, build support among senior leadership transform
By Rose Robertson, Roundtable Learning
it is important to build a culture of career-long learning
Getting Buy-in from Senior Leadership Creating a culture of career-long learning will certainly improve an organization, but it may not be directly reflected in the overall bottom line. That is why it is sometimes challenging to achieve buy-in from senior leadership, but the case can (and should) be Heremade.arefour elements that should be included in any pitch to senior leadership.
Why the Employee Life Cycle Is Important
● Acknowledge potential challenges and plan for solutions.
Employee Learning & Development Excellence presented by HR.com September 2022 17 Submit Your Articles to create an ongoing learning environment and use the most up-to-date tools to execute the program successfully.
● Outline the benefits of the new training program.
● Determine the ROI for the training program.
How to Use AR/VR Technology for Reskilling and Upskilling Training
To reskill or upskill employees in real-world situations incurs potential risks. By creating an AR/VR environment in which to do the training, they can take risks and make mistakes with no real-world consequences, which helps ingrain the “right” way to do things. Whether that is technical in nature or leadership focused, this safe environment approach to training can help employees build lasting skills and improve their performance. In today’s work environment, with more workers operating remotely than ever before, the scalability of AR/VR training is crucial as well. It allows all employees to receive the same training without requiring them all to be in the same room. By Transform Your
● Identify gaps in current training.
Upskilling/Reskilling Programs With Cutting-Edge Technology
If you prove that you have career plans for your current employees, it helps you attract quality talent as well.
Once you have earned senior leadership buy-in to your reskilling and upskilling employee training programs, it is time to use the most cutting-edge technologies to make the training as effective as possible.
The employee life cycle is essentially a career blueprint for your employees. Along the way, the organization can nurture their natural curiosity and eagerness to learn by giving them opportunities to grow. By promoting from within and keeping jobs interesting and fresh, employee retention increases significantly, which is one of the most significant benefits of upskilling employees.
A plan to upskill and/or reskill your employees will help shape the kind of training you do. Starting with the essential onboarding and moving through training future organization leaders, the path should be clear to all employees. By supporting your employees as they move through this life cycle with reskilling and upskilling opportunities, you are creating a culture of strength that will be able to withstand the challenges that come your way.
Once an effective reskilling and/ or upskilling program has been created, the benefits of reskilling and upskilling your employees will become Fortunately,apparent.organizations do not need to do this alone. Finding the right partner to help create effective reskilling and upskilling programs can make all the difference. Look for someone who understands your community and is local. Working with a local company can facilitate program development and can speed up the process. In the end, creating an effective reskilling and/or upskilling training program for your employees will boost employee retention and help attract employees with the strong skills necessary to take your company to the next level.
Finally, AR/VR training can provide organizations with actionable metrics to determine where the training is most effective, and changes to the programs can be made on the fly. If some employees are struggling with a particular aspect of the training, the trainer can refocus the training on that specific aspect easily and provide the additional training necessary to get the employee comfortable. It allows training to become more personalized because it is easily customizable to specific employee needs, which helps build better employees in the long run. The Bottom Line Reskilling and upskilling your employees are vital components of keeping your employees happy and productive. Having a plan for their advancement and improvement gives them a sense that the company cares about Creatingthem.anatmosphere of career-long learning is critical to employee retention and enthusiasm for their positions. AR/VR technologies are revolu tionizing the way reskilling and upskilling are being done and can provide hard data on their ROI.
Rose Robertson is Director of Learning Solutions at Roundtable Learning. Rose leads the content development team of instructional designers, graphic designers, and project managers. With 15 years in learning and development, Rose works with learning and development professionals at Fortune 500 companies to develop training programs that address business challenges through comprehensive training programs. Would you like to comment?
Employee Learning & Development Excellence presented by HR.com September 2022 18 Submit Your Articles Transform Your Upskilling/Reskilling Programs With Cutting-Edge Technology training the employee on their skills before they enter real-world situations, they can do their job more confidently, efficiently and effectively. This sense of well-being contributes to lower employee turnover and more long-term employees.
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Khai: Tektronix has run a few successful pilots that we look to expand in the coming year. One pilot centered around identifying the most important skillsets for a given business group while also partnering with an outside firm to create learning paths and a credential ing system to help employees navigate their growth and development seamlessly.
Q.Q.
“The talent market is competitive, and it is not just about what you and your organization want employees to learn. It is also about what employees want to learn, and how they want to grow. What is challenging today is understanding the unique needs of employees, and meeting them in a way that is also beneficial to the company,” said khai Jones, senior Director of Global talent, at tektronix in an exclusive interview with hr.com, khai talks about how technology and analytics can be leveraged for L&D to power reinvention, how leaders should lead through these unprecedented times to build a continuous learning culture, and more.
Exclusive Interview with khai Jones, Senior Director of Global Talent, Tektronix
Khai: At Tektronix, we have had to reconsider how we deliver learning content. When the majority of our employees were onsite, we were able to hold in-person training much more easily. Now, we have onsite, hybrid, and fully-remote employees. As a result, we have had to adjust our delivery and also consider how to engage those who are not able to physically connect and feed off of the energy of others in a room.
straight talk with hr.com
What are some of the upskilling and reskilling initiatives taken in your company recently?
l&D
Fulfilling Employees’ needs such that It’s Also Beneficial to employers is the Biggest Challenge
Excerpts from the interview:
how has the learning landscape changed in your company since the Covid-19 pandemic?
Employee Learning & Development Excellence presented by HR.com September 2022 21 Submit Your Articles
Khai: Metrics help us evaluate and understand the value of our reskilling and upskilling programs. We use a variety of tools and metrics including survey feed back, reduction in ramp time, progression, and content mastery to understand how our current programs are working, and where we need to make adjustments. as companies are adopting a digitalfirst environment, what kind of investments should talent leaders make to modernize learning & development?
What are the metrics you follow to track the progress of your employees undergoing reskilling and upskilling?
The great opportunity that we all have is to leverage skilling and learning as a competitive advantage. For me, this is being very clear about what is available at Tektronix, and showing employees that we support them as they explore the various opportunities.
Khai: Be present. Leaders need to understand what the employees need rather than making assumptions based on the latest and greatest learning theory or tool that is out there. At Tektronix, we have learned to design a learning culture based on the employee need and the company opportunity. As a technology company, innovating testing equipment for the in novators around the world, we quickly adapted to the remote-hybrid workplace. Even so, we know we have to be present for and listen to our employees to build a strong learning culture. you like to comment?
Q.Q.Q. Q.Q. Would
how can technology and analytics be leveraged for l&D to power reinvention and make an impact?
Khai: The talent market is competitive, and it is not just about what you and your organization want employees to learn. It is also about what employees want to learn, and how they want to grow. What is very challenging today is understanding the unique needs of employees, and meeting them in a way that is also beneficial to the company.
Khai: It is very important for talent leaders to under stand their employee population and sync that with the goals of the organization. For example, non-wired employees do not benefit from a world class LMS when they do not have the time and space to connect and participate in a wired solution. For them, it would likely be better to invest in solid face-to-face facilita tion tools. What are the key challenges you are facing when it comes to the skilling of employees?
Khai: The use of analytics and data is important in evaluating the success of L&D programs and should be used to validate, improve and optimize programs. Leveraging data combined with listening to employee feedback is key to improving L&D and having the best results.
In another group, we reimagined onboarding and built out an end-to-end process for new employees for the first six months of their employment. We have seen promising results from both of these pilot programs.
how can leaders lead through these unprecedented times to build a continuous learning culture?
straight talk with hr.com
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The state of flux in today’s job market goes beyond the economy and the number of available jobs. It is also tied to the new mindset of today’s emerging generation of workers and leaders. As we learned during the Great Resignation, employees are willing to take risks, even jump to different industries, to find better opportunities. They want autonomy, freedom and flexibility, and more opportunity to grow and develop their careers. They also demand more from their employers – integrity, social responsibility, and greater equity and inclusion.
Employee Learning & Development Excellence presented by HR.com September 2022 24 Submit Your Articles
By Jon Greenawalt, 15Five the rise of the modern manager
It falls on the manager to try to be the kind of leader their people need. However, too often managers are not receiving the support and investment in their development necessary to lead effectively in this new Traditionally,environment.most of HR spending for leadership development has been directed to senior levels due to limited budget and the belief that these groups have the broadest impact. But we can not neglect management, especially new or emerging front-line top pick
how to Upskill managers to lead t he emerging Generation of Workers
The axiom that people do not quit their company, they quit their managers, is truer today than ever before.
The data continues to show that managers continue to be left on their own to figure out how to have the right conversations to address their teams’ needs, which puts increased pressure on HR to solve many of the problems that are manager issues.
managers. In the new world of work, companies can no longer afford not to invest in their development.
The modern manager does not lead by fear but instead knows how to lead through teamwork, collaboration, autonomy and trust to bring out the best in the people around them. Managers must learn how to create psychological safety, and intrinsic motivation while fostering positivity and a growth mindset, and focusing on strengths-based development as part of their leadership and team development. This approach can be difficult for managers without proper training and coaching. It takes humility, authenticity and a willingness to understand that you do not have to have all the answers. Instead, you need to empower the people around you to rise to the occasion, innovate, do great work and challenge you as much as you challenge them. If you get these fundamentals right, business success truly becomes a team sport. And like any sports team, great things happen when your people are in the correct positions and their strengths and passions are aligned with the work and the role they play within the organization.Acompelling element within this approach is opening the door to reskilling your employees. Ambitious people with a growth mindset get bored with business as usual. So how do you help employees venture into different areas of the business to continue to learn and grow?
Employee Learning & Development Excellence presented by HR.com September 2022 25 Submit Your Articles How To Upskill Managers To Lead The Emerging Generation Of Workers
Concurrently, there is a lot of research on the importance of integrating people science into learning and Traditionally,development.many executives and leaders have believed it is better to lead by fear, so employees would be afraid of losing their jobs if they do not hit their KPIs and would be more willing to work around the clock in order to succeed. However, the science shows the opposite is true; when employees feel safe, included, and their workplace is fair and equitable, they do their best work and are more loyal to their Insteademployer.of directions coming top-down from the leadership, employees are less likely to leave when they are empowered to give feedback, challenge the status quo, and have a say in how the business is run.
integrating people science in learning and Development
It comes back to managers having ongoing performance and growth conversations with their teams and being invested in each person’s career growth trajectory – instead of simply trying to retain them to keep them in the same job. Managers who want to retain their people must be willing to serve them, and provide them with new and different opportunities to do the work they most love to do.
can add HR technology to help facilitate regular check-ins, objectives and goal tracking, and 1-on-1 meetings between managers and their teams, and simultaneously provide vital skills training around how to better communicate and coach for high Butperformance.it’stough to internally scale coaching and training in an organization with hundreds of dispersed managers. HR and L&D teams need highly skilled strategic partners who can help take their managers and leaders on a learning and growth journey together, from wherever they are in the world.
How To Upskill Managers To Lead The Emerging Generation Of Workers
Traditionally, managers were sent to multi-day, in person programs where they learned skills outside of their work environment, and then were expected to come back and implement those new behaviors with little ongoing support. We know that model does not work because it is not based on adult learning, which includes focusing on one skill at a time and then being coached on how to implement that skill within the flow of their work, with support from coaches and a cohort
The world of work has changed. Forever. The remote and hybrid flex models are here to stay. Employees will continue to demand more from their employers. Leaders and managers must adapt to this new world of work, and can no longer rely on yesterday’s leadership skill set. Companies who invest in their managers to learn on the job and incorporate new skills and behaviors to lead their teams more effectively and compassion ately will thrive, as will their employees and ultimately their employers.
of peers who are on the same development journey. It is an ongoing process that can produce lasting results and business impact for leaders and their team’s who implement these learnings together more consistently across the organization. This process is far more effective, and more time- and cost-efficient than sending people off to “one and done” leadership programs. Also adding a modern, multimodal learning system that supports their ongoing training through a blended, social learning model facilitates a more robust and integrated experience for leaders to learn vital management skills while simultaneously applying it to deliver their business objectives.
investing in managers’ education Managers hold the greatest potential to positively impact the organization’s employees. Progressive companies understand that they must invest in developing their frontline managers, so they will be able to build effective teams that produce outstanding results for their businesses more consistently. Companies may shy away from training managers due to budgetary concerns or fears around time allocation and learning adoption. But modern technology and more innovative approaches can allow for much more cost-efficient upskilling of managers within the flow of Companieswork.
Employee Learning & Development Excellence presented by HR.com September 2022 26 Submit Your Articles
Jon Greenawalt is SVP, Customer Transformation, at 15Five. Jon is a people and culture expert, executive and strategic advisor with 30 years of global, cross-industry experience working with management teams to build culture, values, leaders, and teams through progressive people strategies that accelerate and support business performance and organizational growth. Would you like to comment?
“talent leaders need to invest in l&D that’s integrated into the flow of employees’ Work”
Employee Learning & Development Excellence presented by HR.com September 2022 27 Submit Your Articles
amy: Since the start of the pandemic, we have had to ensure our employees have all they need to succeed while they are dispersed in different locations. We have employees working all over the U.S. and Europe. One tool we used to our advantage was asynchronous video. At Allego, our CEO, Yuchun Lee, used our platform to send a weekly video company-wide to keep everyone informed on business updates as well as the progression of the pandemic and how it was affecting us.
Our teams also used video even more between meetings to share project updates and get feedback on ideas since we could not brainstorm in person and did not want to fill everyone’s calen dars with too many additional meetings. We also asked new employees to introduce themselves on video and shared these Thesecompany-widewerewatched at a very high rate and our employees wel comed the new hires with friendly comments left in the videos. Each department also built team-specific onboarding courses to introduce every new employee to the company and to the func tions of the team they were joining.
Exclusive Interview with amy Cohn, Chief People Officer, Allego
straight
“A digital-first environment is synonymous with speed and agility. The content talent leaders invest in should be bite-sized, easily consumable, and pulled directly from subject matter experts (SMEs) and peers so that team members can better retain vital information,” said amy Cohn, Chief People Officer of Allego. in an exclusive interview with hr.com, amy touches upon how the learning landscape has changed over the past two years, what have been the challenges when it comes to employee learning and development, and more. Q. talk
with hr.com
Excerpts from the interview:
how has the learning landscape changed in your company since the Covid-19 pandemic?
Q.Q.
amy: The metrics we use depend on the intended outcome. At Allego, we use our platform to look at coursework completion rates to understand both participation and engagement. We also measure inclusion as part of our employee experience survey
amy: Since I started in January, Allego has focused on rolling out a comprehensive DE&I program for managers and employees which included training, workshops and internal discussions. This is essential for every business now, but especially as a technol ogy company we want to be proactive in our hiring, onboarding, and management to create a diverse and inclusive environment. Our future focus will be on evolving from understand ing our unconscious biases and understanding what inclusive leadership looks like to becoming a con sciously inclusive workplace.
For our new sales representatives, our sales enable ment team assigned video exercises to help our sell ers learn and practice their responses to buyer ques tions. The learning was designed to happen in the flow of work and not take time from our seller’s days. This helped them manage new workflows as they adjusted to fully remote work initially. Conversation intelligence (CI) was also a key tool we used. With our representatives operating in different locations and schedules, it was harder for our sales managers to coach their teams effectively. CI solved this problem by parsing through the topics our sellers spoke about in any given call and generating feedback that gave them a quick self-assessment. They could then practice the delivery repeatedly with the feedback in mind, continuing to reinforce the lesson each time they did. CI also helped our managers give feedback more constructively, allowing them to focus on areas that required more attention.
Employee Learning & Development Excellence presented by HR.com September 2022 28 Submit Your Articles straight talk with hr.com
What are the metrics you follow to track the progress of your employees undergoing reskilling and upskilling?
What are the key challenges you are facing when it comes to the skilling of employees?amy: One of the key challenges we have seen is historic rates of employees quitting their jobs, or “The Great Resignation.” As a result, many businesses are hiring a record number of new sales representatives— and doing it in record time. This only works with world-class sales onboarding. Companies need to provide training specifically for the Q.Q.
to understand what progress we are making, and we are able to see how many employees are viewing and commenting on the content we are providing to sup port our learning initiatives for DEI and beyond. as companies are adopting a digitalfirst environment, what kind of investments should talent leaders make to modernize learning & development?
amy: Talent leaders need to invest in learning & development (L&D) that is integrated into the flow of employees’ work, provides just-in-time learning, and helps employees share knowledge with their peers.
In the past, the traditional approach to learning involved L&D teams creating courses and quizzes to train and certify employees. But these courses were often delivered in person, long and tedious and took too much time to develop to match adjusting business Byneeds.investing solely in traditional content, talent leaders are not ensuring it can be remembered at the moment of need, no matter how good the material is. A digital-first environment is synonymous with speed and agility. The content talent leaders invest in should be bite-sized, easily consumable, and pulled directly from subject matter experts (SMEs) and peers so that team members can better retain vital information. Having content sourced from SMEs and other employ ees allows L&D teams the bandwidth to create robust just-in-time libraries, reinforcement drills, and other things of higher impact.
What are some of the upskilling and reskilling initiatives taken in your company recently?
At Allego, we do this through learning libraries. With learning libraries, employees have supplemental con tent, such as asynchronous video, case studies, and use cases, that helps enable their continuous learn ing. For example, learning libraries enable our sales representatives to view videos of what top performers in the company are doing in similar situations, such as how they articulate value, tell compelling customer stories, differentiate from the competition, and handle tough customer conversations. Leaders need to make sure this can be done in the context of their work and make sure all the content they need is at their fingertips. Would you like to comment? Q. Q.
Employee Learning & Development Excellence presented by HR.com September 2022 29 Submit Your Articles
straight talk with hr.com
amy: For above and beyond traditional learning, employees need the latest and most relevant content from trusted sources and an efficient, low-friction way to collaborate. The role of leaders is to ensure their employees have access to the resources they need for these things to happen.
amy: In the early 2000s, the learning management system (LMS) was the go-to solution for enterprise learning and development. But today’s companies have different needs. Today’s employees are on the go, using smartphones, tablets, and laptops for work. This means organizations need up-to-the-minute, continual learning in the flow of work about your cus tomers, your market, and your industry that an LMS simply can not provide. Employees need to tap into the wisdom of their peers, who have mastered prod uct knowledge, customer relationships, and industryspecific skills. Modern learning platforms enable this type of learn ing—agile content creation, ease of access, self-direct ed learning, and experiential learning on the fly—all of which are essential for L&D to make an impact. Mod ern learning platforms also provide holistic analytics so L&D leaders can gain a 360-degree view of the activity and content that is correlated with success.
how can leaders lead through these unprecedented times to build a continuous learning culture?
hybrid sales environment, deliver learning in the flow of work, prioritize community and collaboration and enable continual learning to succeed at onboarding in the hybrid era. how can technology and analytics be leveraged for l&D to power reinvention and make an impact?
By Jason Richmond, Ideal Outcomes Inc.
Employee Learning & Development Excellence presented by HR.com September 2022 30 Submit Your Articles
The grandfather of a friend of mine faithfully clocked in at the same manufacturing company his entire life and was “rewarded” with the traditional gold watch on his retirement at the age of sixty-five.
investing in your existing employees is sound business practice
My friend’s father held a couple of different jobs at factories in the same town from his early twenties to the end of his career. My friend himself went took an entirely different route. By the time he was forty he had changed jobs a dozen times, embarked on three different careers, and worked in three different countries. That is fairly typical for younger Baby Boomers, according to top pick
5 key reasons reskilling and Upskilling should Be a top Company priority
Statistics from a World Economic Forum report prove the point emphasizing that the division of labor between humans and machines will lead to the loss of 85 million jobs by 2025, but will be replaced by 97 million new jobs. Covid-19 has increased the rate with up to 25 percent more employees than was estimated needing to switch to roles that involve e-commerce and remote Covid-19work.has also forced numerous changes in the way business has been conducted and rapid change is inevitable which, in turn, requires rapid retraining to meet those needs.
Reskilling and upskilling have multiple benefits. They: ● Enhance engagementemployee ● Improve employee retention ● Attract the right kind of talent ● Foster a environmentcollaborative ● Facilitate the speedy adoption of companywidenewstrategies.
Employee Learning & Development Excellence presented by HR.com September 2022 31 Submit Your Articles 5 Key Reasons Reskilling And Upskilling Should Be A Top Company Priority Zippia Research, and the pace has accelerated for Millennials, who can be expected to change jobs every three Transitioningyears.from job to job requires the continuous acquisition of new skills as shown by the fact that 54 percent of respondents in the Zippia survey reported that their college education was useful for less than half of their time. The pace of change within the work environment also continues to accelerate. A job that exists today may not exist next year, especially as the ramifications of the Covid-19 pandemic continue to reverberate. Some jobs that required physical proximity in customer service, and even medical care, for instance, were shown to be capably handled remotely. The result: there has never been a more important time to reskill and upskill employees.
Financial Benefit When you retrain employees for a new role, you only train them for that particular position. They are already familiar with company policies and procedures, software, and other functions, which represents one cost saving.
Employee Learning & Development Excellence presented by HR.com September 2022 32 Submit Your Articles 5 Key Reasons Reskilling And Upskilling Should Be A Top Company Priority
Boosting morale When workers see that a company is invested in skills training, they feel appreciated, are much more productive, and are 94 percent more likely to stay put, according to LinkedIn research The acquisition of new skills raises their self-esteem and pride in their work and their company. Versatile employees, who move into different positions become problem solvers and can contribute to overall corporate performance. Employee Benefits For the employee, a major advantage is the security of a steady job and maintenance of corporate programs, such as a 401k plan or health insurance. Further, the opportunity for acquiring new skills and climbing the corporate ladder is a considerable motivator for many employees. The value of lifelong learning—also outside of the workplace—cannot be understated as it improves an individual’s overall quality of life. set for success Reskilling and upskilling demand the investment of considerable time and company resources. If you do not have the in-house talent to deliver such training, consider finding an outside training company to guide you through the maze of decisions that need to be made: in-person course and/or online learning; one-on-one or group training; and how to establish ongoing assessment and evaluation. The bottom line is that reskilling and upskilling your existing employees has numerous advantages over hiring new talent. It is a win-win proposition for employers and employees.
You also avoid recruitment costs, such as advertising, background checks, and interviewing. The hard costs of hiring a replacement can easily be $4,000 and take fifty-two days. Replacing a frontline supervisor whose salary is $40,000 costs 20 percent of that salary, or $8,000.
Replacing a senior level executive earning $200,000 can cost an astronomical $400,000. And once a new person is brought on board, there is no guarantee they are going to work out or stick around. keeping the Cream of the Crop You know who your best workers are and whether they are able to adapt to change. There is value in their corporate knowledge and they are already imbued in your culture. That is a learning curve that can take considerable time, so do whatever you can to make your current employees aware that you want to help them acquire new skills because they are appreciated. Talented employees can be hard to find, so do not lose your winners to another organization.
Jason Richmond is the Founder and Chief Culture Officer of Ideal Outcomes Inc. Jason is an in-demand keynote speaker, widely recognized as a noted authority on helping companies build strong, sustained revenue growth by empowering their employees and developing energizing office cultures. He is the author of Culture Spark: 5 Steps to Ignite and Sustain Organizational Growth and Culture Ignited: 5 Disciplines for Adaptive Leadership Would you like to comment?
Employee Learning & Development Excellence presented by HR.com September 2022 33 Submit Your Articles
Over the past two years, American workplaces experienced the pendulum of power swing away from employers and towards employees. However, not all workers are positioned to capitalize on the opportunities posed by an increasingly pro-employee labor market. With growing concerns of recession,
Why relationships matter for Black economic advancement
how to address the often-overlooked element to success: professional social capital economic disparities are bound to increase, while pathways for career enhancement decrease. Therefore, it is increasingly imperative that we address an often-overlooked element to success: professional social capital – defined as the resources that arise
By Dr. Kimberly Underwood, University of Phoenix
from the web of relationships we build with those around us that contribute to our professional goals. This concept is crucial to understanding how to further economic equity: a pressing national issue, as the University of Phoenix Career Institute®, 2022 Career Optimism Index® study finds more than half of American workers live paycheck to paycheck and many women, Gen Z, Black, and Latinx workers feel overwhelmed by debt. Additionally, 37 percent of employees don’t have someone in their professional life who advocates for them and nearly three-quarters of women, Gen Z, and lower income Americans shared that they do not possess the tools and resources needed to achieve their career goals. These individuals require strategies for building professional social capital focused on ways to add and activate resources and connections in their networks to achieve economic advancement in any economy.
JFF’s research found that the most high-quality and forward-thinking programs working to build learners’ and workers’ social capital implement strategies, such as worker self-assessments to identify strengths and then engage in activities like upskilling to build on those areas, rather than focusing on what skills an individual may lack. Opportunities, such as upskilling, are top of mind for employees right now, as 68 percent of Index survey respondents said they would be more likely to stay with their current employer if more upskilling opportunities were provided. This further indicates the importance of building on workers’ and learners’ existing assets to ensure their career success.
Employee Learning & Development Excellence presented by HR.com September 2022 34 Submit Your Articles
In addition to identifying and solidifying skillsets, programs should offer avenues for participants to form new professional connections and expand their
Recently, the University of Phoenix partnered with Jobs for the Future (JFF) to map the landscape of needed strategies to help Black learners and workers build professional social capital. The five key strategies identified in this research can apply to any institution, organization, or company seeking to better support individuals in their career journeys, but are
particularly impactful for individuals who have been shut out of opportunities to build professional social capital: equipping Workers to elevate Current assets
Creating opportunities to Build relationships
Why Relationships Matter For Black Economic Advancement
Why Relationships Matter For Black Economic Advancement
Guidance throughout Career navigation and planning
Connections and introductions
It is also crucial to educate learners and workers on the “how” of building, activating, and maintaining networks, to ensure continued growth beyond the bounds of a set mentorship, sponsorship, or peer cohort program where initial introductions are
Real-timefacilitated.practice is key to the success of this type of lesson. Participants should be provided with the time and space to actively practice networking conversations, versus learning about the process purely conceptually. Programs can set up mock informational interviews, employer introductions, or networking meetings with alumni, before progressing students and employees on to the real thing.
Thisprofessionally.isindirect contrast to the 37 percent of employees — primarily women and individuals from lower socioeconomic groups — who feel they do not. Mentorship, sponsorship, and peer cohort programs are all identified by JFF as effective offerings in this space that employers and educators can implement to close that gap. These offerings create valuable starting-points for introductions across different levels of experience and areas of expertise, exposing and connecting participants to a variety of points-of-view. sharing the “how-to” on making
Kimberly Underwood, Ph.D., MBA, is Research Chair for the Center for Workplace Diversity and Inclusion Research (CWDIR) with the University of Phoenix College of Doctoral Studies. Would you like to comment? intentional connection and onboarding to jobs, and work-based learning, are all valuable tactics to be implemented here. As found by the Index, 81 percent of American workers are hopeful about the future of their careers—they just need the proper resources and guidance to turn their career goals into realities, which employers and educators can provide. providing ongoing support for a Continuous learning Journey Finally, and perhaps most importantly, JFF’s research indicates that the best programs for increasing social capital offer ongoing support for former participants. This can be through the organization and management of networks or communities of practice, distribution of resources, and/or regular one-on-one coaching Organizationsservices.that provide ongoing support and guidance to their workers and learners can help create a multiplier effect in which those who have benefited directly are well positioned to help others in their communities; this is imperative as expanding networks of support is what increasing professional social capital is all about. To ensure economic enhancement throughout one’s life, individuals must continuously draw from the well of resources and connections professional social capital provides. When groups have traditionally been shut out of this type of access, it is even more important that they are supported through the process of beginning a chain of knowledge that will be passed down through future generations.
Employee Learning & Development Excellence presented by HR.com September 2022 35 Submit Your Articles networks. The Index found that in the workplace, 92 percent of employers believe their employees have someone in their life who advocates for them
Once individuals know where their skills lie and have begun expanding their networks, it is time to activate their resources and plan the next steps in their career journeys. As they do this, it is important to keep in mind their needs in terms of compensation, flexibility, and Assistancesupport.and recommendations throughout the career navigation and research process, as well as
reskilling Upskilling:andhow to hire a versatile prospect
Employee Learning & Development Excellence presented by HR.com September 2022 36 Submit Your Articles
looking Beyond technical skills
Beyond these qualities, I look for someone who is:
● Emotionally intelligent, which is a quality that allows them to raise the energy in a room.
Notice that the qualities listed above are 10 percent technical and 90 percent attitude. I believe this is the best approach to finding the best applicants.
I can train people in skills. The same is not true with attitude. Finding applicants with perfect attitudes is nearly impossible. When I am hiring, I am always on the lookout for applicants with great attitudes. Those are the applicants that can be reskilled or upskilled to help a company to grow.
● Willing to go above and beyond what is expected of them.
By Michael Gibbs, Go Cloud Careers
When it comes to hiring, employers look for certain things to determine that an applicant is qualified. Great employers, however, know what to look for to find applicants who are beyond qualified. They know the qualities that mark an applicant as someone who will make a great employee and bring value to the workplace. My 20 years of leading, coaching, mentoring, and hiring have provided me with valuable experience in understanding what it takes to be successful in the workplace. I know the type of person who makes a great employee. And when I see them, I hire them.
reskilling and upskilling are most effective with employees who are versatile
● A great team player. ● Able to work in diverse groups of people with all types of backgrounds.
top pick
● Energetic. ● Enthusiastic. ● Passionate about their work.
As a rule, hiring managers are looking for applicants with the following qualities: ● Competency in the skills that will enable them to do the job for which they are applying. ● Trustworthiness. ● Integrity ● An understanding of what they know and don’t know about the work they will be doing.
Overall, when looking to hire a versatile prospect, attitude should be a top concern. Someone who brings good energy, enthusiasm, emotional intelligence, and social skills combined with com petitiveness and focus is typically someone who will not quit until the job is done and the mission is successful.
● Reskilling: A strategic response to an evolving world of work, Big Think
● How to Build a Successful Upskilling Program, Harvard Business Review
● Upskilling for the digital world: New world. New skills.
Reskilling And Upskilling: How To Hire
A Versatile Prospect
● Focus — When someone is focused on their career, it typically means they love their career, which is often a sign that they will passionately pursue advancement and stay in their job for several years.
For example, during an interview, I may determine that an applicant is halfway there when it comes to being able to do the job for which they are applying. However, they have the intelligence and the willingness to learn the job. If they exhibit initiative, they can be trained in the technical side of the job and become a great employee. Qualities that indicate a potential for reskilling and Upskilling
Both reskilling and upskilling are most effective with employees who are versatile. With upskilling, which is becoming more common as digitalization brings new technologies to the workplace, employees must be open and eager to expand their skill set. With reskilling, employees must be willing to leave a particular position behind and embrace an entirely new skill set. To ensure that I have employees who can thrive in an environment of reskilling and upskilling, I look for these qualities: ● Competitiveness — One thing I am always on the lookout for is applicants who are competitive athletes. Those are the type of people who will fight to win.
Recommended Resources: ● What is Upskilling and Why is it Important, TechTarget
● Comfort with diversity — I want my teams to be made up of people from a variety of backgrounds who bring a variety of perspectives. This creates a rich environment for innovation and problem solving. Therefore, I am looking for people who do not need a safe space away from those who are not like them. The best applicants will be extremely comfortable in a diverse workplace environment.
Employee Learning & Development Excellence presented by HR.com September 2022 37 Submit Your Articles
Price Waterhouse Cooper Michael Gibbs is the CEO of Go Cloud Careers. Michael has 25 years of experience in networking, cloud computing, and IT security. Would you like to comment?
epublicationeditorialCalendar2022 CheckoutthenewandupcomingthemedHRtopicsin Excellence.EmployeeLearning&Development Check ePublications Editorial Calendar Here. Would you like to submit an article? | Write to us at ePubEditors@hr.com Submission Guidelines 1 L&D Trends and Challenges for 2023 Dec 2022 2 Future of HR Skills and Education Nov 2022 3 L&D Effectiveness and ROI Oct 2022 4 Re-skilling and UpskillingInterview special Sep 2022 5 Soft Skills and Hard Skills Development Aug 2022 6 Employee Development in a Hybrid Work Arrangement July 2022
learning Development:and t he key to employee retention
Employee Learning & Development Excellence presented by HR.com September 2022 39 Submit Your Articles
learning Development:and What employees Want Statistics show that workers today want employers to help them learn and grow. Workers want to strengthen their existing skills and learn new skills, and they have a tremendous desire to develop
By Phillip Carmichael, Jr.,
The Great Resignation has seen millions and millions of workers in the United States quit their jobs in search of greener pastures. Organizations are now faced with the challenge of attracting, hiring, and retaining employees in an extremely competitive labor market. However, by providing opportunities for learning and development (which is exactly what workers are looking for), businesses can increase employee retention, while also improving job satisfaction and engagement for their team members. the Great resignation: an ongoing problem There are few people in today’s business ecosystem, who are not aware of The Great Resignation. The term, coined in May 2021 by Anthony Klotz, a psychologist and professor of business administration at Texas A&M
Intellezy elearning training videos are convenient, efficient and cost-effective University, refers to the recent and ongoing trend of U.S. workers quitting their jobs at an unprecedented rate. Over the course of 2021, over 47 million Americans quit their jobs, according to additional U.S. Bureau of Labor Statistics, and May 2022 was the twelfth consecutive month in which over 4 million people in the United States quit their jobs. According to PwC’s Global Workforce Hopes and Fears Survey, one in five workers around the world plan to quit in 2022. And this increase in turnover is a costly problem for businesses: the cost of replacing an individual employee can range from half to two times that employee’s salary. In addition to the myriad of challenges they already face, organizations must now put extra focus on increasing employee retention in order to succeed and thrive in the future.
By providing their teams with e-learning videos for professional skills development, organizations can truly showcase their commitment to employees and retain their greatest asset: their people.
elearning and training videos for employee retention eLearning training videos are a convenient, efficient, and cost-effective way of providing employees with the learning and development opportunities they crave, thereby increasing employee satisfaction and retention, while reducing turnover. This advantageous approach gives employees access to the knowledge of leading subject matter experts, flexibility to learn at their own pace, and the ability to ensure they have sufficiently learned the information through tailored assessments and quizzes. Instructionally designed e-learning videos are brief, straightforward, and engaging, making them an excellent method of helping employees train, reskill, and upskill. These videos can be accessed at any time, from anywhere, and can focus on any topic or skillset that employees need to grow and Whetherachieve. it is an introductory course that explains the basics of Adobe Photoshop or an advanced course that explores the more complex features of Microsoft Excel, e-learning video content provides significant value to both employees who want to develop their skills and employers who want to retain talent. However, not every organization (or employee) will require the same skillset and know-how. Custom e-learning training videos can be created through a personalized approach that centers on an organization’s specific vision and goals. Customized training and e-learning videos can be developed and implemented to guarantee that employees are getting the exact information and training they need based on their specific role, interests, and career path.
● 57% of U.S. workers want to update their skills, and 48% would consider switching jobs to do it. ● 80% of workers say they consider jobwhenofferingsdevelopmentprofessionalandtrainingtobeimportantevaluatinganewopportunity
Phillip Carmichael, Jr., is the Marketing Assistant at Intellezy. His role involves research on the training and learning & development industries, identifying trends and implementing strategies for growth. Would you like to comment?
● 71% of workers say job training and development increase their job satisfaction. ● 61% say opportunitiesupskillingarean important reason to stay at their job. ● 91% of employees want more training opportunities from their employers ● 94% of workers would stay at their company if their company invested in their
Youngercareers.workers especially want employers to offer them
Learning And Development: The Key To Employee Retention
both personally and professionally. They are also willing to leave their job in order to do so:
opportunities for learning and development. ● 59% of millennials say opportunities to learn and grow are extremely important to them when applying for a job ● 29% of Millennials and 29% of Gen Z stated that learning and development opportunities were the top reason they chose to work for their current organization. However, despite this desire to learn, only 28% of workers are participating in training programs today If organizations wish to retain the talent they spent so much time, energy, and money to find and hire, they need to offer their employees learning and development opportunities so that they can grow and excel in their roles.
Employee Learning & Development Excellence presented by HR.com September 2022 40 Submit Your Articles
The State of Employee Retention 2022 September 28, 2022 reGister The State of People Analytics September 14, 2022 reGister The State of Today’s HR Tech Stack 2022 September 7, 2022 reGister Mending the Shattered Promises of HR Technology September 7, 2022 9:00 AM - 10:00 AM ET reGister Scaling for Success: HR Compliance for Now and the Future September 8, 2022 2:00 PM - 3:00 PM ET reGister virtUal events & hr.Com WeBCastsUpCominG www.hr.com/upcoming_webcastswww.hr.com/virtualconferencesView our Upcoming Webcasts Schedule and Register Today! astsBCeW Using Data-Driven Insights to Respond to the Challenging Labor Market September 14, 2022 1:00 PM - 2:00 PM ET reGister How to Really Make Talent Your Top Priority September 13, 2022 12:00 PM - 1:00 PM ET reGister eventsastsBCeWvirtUal View our Upcoming Virtual Conference Schedule and Register Today!
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EVERFI’s workplace training offerings empower employees to transform their impactful,workplaceorganizations'cultureswithchange-drivencoursesthatgobeyondcompliance.
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