The traditional performance evaluation model is outdated.

It’s time to move beyond the old-fashioned way of evaluating employees and start using a more collaborative approach. Performance evaluations should be an ongoing dialogue, not just a one-time conversation. Employees should have input on their own development, and managers need to learn how to coach in order for this process to work effectively.evaluation

This book will teach you everything you need to know about moving from manager to coach – including how coaching can help your team grow and become even better at what they do! You’ll also get tips on how coaches can use feedback as a tool for growth rather than punishment or criticism. And finally, we’ll show you why it’s important that both parties are invested in the process of coaching each other so that everyone benefits from these conversations!

Related:- How to improve the agility of the people at your organization

Create an ongoing dialogue with employees and be a more collaborative leader

Improve your ability to give effective feedback as well as hear it

Create a clear understanding of how each member can get better every day based on the team or organization’s goals

This book includes an easy-to-use list of actionable steps you can take right away so that you can start becoming a more effective coach and lead by example!

Building trust with your employees and co-workers.

Setting the stage for building strong relationships within teams.

Motivating employees to perform at their best. •

Communicating effectively both verbally and nonverbally .

Providing constructive feedback in order to improve working relationship . This book is packed full of step by step directions, examples

Involve the employee in their own development, saving time and effort

Use innovative techniques to coach employees based on strengths instead of weaknesses

Engage in this process for responsive performance evaluation

Click here now if you want more information about our new book “From Manager To Coach” which teaches managers how they can move past traditional performance evaluations with their teams!

Related:- The 4 different types of workplace learning styles

It’s time to move beyond the old-fashioned way of evaluating employees and start using a more collaborative approach. Performance evaluations should be an ongoing dialogue, not just a one-time conversation. Employees should have input on their own development, and managers need to learn how to coach in order for this process to work effectively. We can help you make your performance evaluation system work better by providing resources that will show you how brainstorming with your team members leads to higher levels of engagement from all parties involved. If you want assistance upgrading your current system or starting off fresh with something new altogether, we are happy to discuss our services at length over the phone or via email so please contact us today!

The 4 different types of workplace learning styles

It’s no secret that some of the most successful companies workplace today are the ones that have fostered a diverse workforce. Over the years, studies have shown businesses that bring together people of different backgrounds, perspectives and talents result in a competitive edge and even higher profits.workplace

While gender and ethnicity are critical components of diversity in the workforce, so too are learning and work styles. And as an organization attracts different types of learning styles and personality types, leadership teams need to understand how to adapt their management style to provide the best environment possible for each employee to succeed. That starts with developing a broader understanding of effective communication with workers who all process information and learn in different ways.

From visual to auditory, here’s a closer look at the different learning styles, along with some advice for managers and learning development professionals to communicate effectively with and encourage success for each type of learner.

Related:- How to improve the agility of the people at your organization

Style 1: “The Student” (Visual & Verbal Learners)

This type of learner probably misses those big lecture hall classes from college, and thrives in a more holistic learning environment where they can both listen to and look at information. They learn best when supplementing a discussion with visual examples around key points or stats — such as charts, graphs, photos or a written outline. So, always be sure to take the time to run through things verbally and reinforce that conversation with some strong visual cues, in order to help them succeed.

This learner is great at doing research for projects and coming up with solutions, so don’t hesitate to assign them the in-depth work that comes up for your team. These learners also tend to do well at public speaking and writing, so you can also rely on them to present their findings. And finally, if you’re ever looking to recall a detail from a meeting, look to these learners: they are the most likely to have taken detailed notes that they will happily share with you.

Style 2: “The Independent” (Visual & Non-Verbal Learners)

A visual, non-verbal learner does best while alone in a quiet environment, and can get frustrated when there are too many meetings or discussions scheduled. They are excellent independent workers who can read and digest materials like documents, charts and graphs on their own — without much additional explanation or direction.

This type of learner tends to make excellent artists or graphic designers, and feels right at home in online or remote work situations. You should make yourself available to answer questions in those uncommon instances where that is needed, but try to avoid micromanaging them. Giving them space and independence to solve things own is the best way to manage them in most cases.

Related:- 10 Tips To Efficiently Schedule Your Employees

Style 3: “The Conversationalist” (Auditory & Verbal Learners)

As the name suggests, this type of learner is at their best during back-and-forth dialogue. They love to put coffee dates on your calendar to talk through their ideas — or stop by your desk for a quick chat on a problem. That said, they’re also often very good at writing responses and putting together reports after verbally hashing out the details.

Auditory learners also tend to feel more comfortable when there is background noise in their work environment — rather than a silent, static atmosphere. One easy tip to help them succeed is encouraging them to listen to music at work in order to help them concentrate. It’s also critical for this type of learner that you check-in with them in-person frequently to make sure they’re clear on expectations. After all, this type of learner performs best after talking things through, rather than reading long-winded instructions over email.

Style 4: “The Hands-on Learner” (Tactile & Kinesthetic)

These are the folks who learn best by doing. Tactile and kinesthetic learners can be tricky manage in certain work environments, since they primarily solve problems through methods like trial-and-error. The best management approach involves establishing a calm work environment where the hands-on learner feels supported to spread their wings and go tackle problems.

This worker may also come across as having nervous energy, and appear fidgety while listening or during a conversation. However, that can simply be related to how they tend to process information differently from other learners — only about five percent of the population learns this way.

How to improve the agility of the people at your organization

When we think about agility in the workplace, it can be tempting to picture the doctors on television shows like Grey’s Anatomy that begin their day examining a toenail infection, then doing a major surgery, before delivering a baby in an elevator. But being an agile worker doesn’t mean you need to be ready to do every task under the sun. Agility means you can change when the needs of your organization or marketplace change.

agility

And making sure your organization is agile doesn’t mean you only hire people who do everything. In many cases, you’ll always need people with specialized skills. An agile organization means that you need to look for people who are willing to learn, change and grow.

Here’s how you can help your people be ready to adapt.

Related:- How to Cope with Technology’s Impact on the Future of Work

Looking at specialists and generalists

Some jobs require specialists and some jobs require generalists, and in an agile organization, you want both. A family practitioner can likely tell you that you need brain surgery, but they wouldn’t be the person to perform it. You’d need to see a specialist. Depending on the size, needs or operations of your company, you may want more generalists and fewer specialists, or the other way around.

For instance, in a small company where everyone wears many hats, you often outsource the specialists’ roles. An HR generalist might handle recruiting and employee relations but outsource payroll to a specialist — especially if the organization operates in more than one state.

But remember, no matter the size of your organization, your broadest, most advanced generalist may not necessarily be an agile worker while someone in a hyper-specialized role may be willing to learn and do new things.

Related:- 10 Tips To Efficiently Schedule Your Employees

Building agility through learning and skills

Let’s say that a new social media platform launches tomorrow, and everyone joins it. You don’t have to run out and hire a specialist for this new marketing role — there are no specialists in this area. You just need your current people to take on the task of learning something new and applying skills they already have toward a related project.

To make sure your people are ready to take on new skills, you need to invest in learning and development. Offering services like rotational programs, job shadowing and growth projects help build agility as well. It gives people the opportunity to see things outside their job descriptions and understand different viewpoints across an organization.

Building agility can also sometimes mean thinking outside the box. Sure, you want to send your engineers to engineering conferences, but what if one of them asks to go to a conference on creativity? Even if it’s not directly related to their current workload, learning how to boost creativity could still help an engineer switch gears or problem solve in the future.

Letting people fail is also an essential aspect of learning agility. If someone is trying out their skills on a new role or project, they might not get it right the first try. If they get yelled at or punished for failing, they will avoid any changes and stick to what they know. Your company can be agile, and your people can be agile — they have to be because the world isn’t static. Hiring people willing to learn and then supporting those people to learn and apply new skills can make all the difference in the world.

10 Tips To Efficiently Schedule Your Employees

They both cost your company plenty of money. Being too fat results in unnecessary payroll expenses, while being too lean has a negative impact on productivity, quality, and ultimately profits.

Yet finding the right staffing balance can be a real challenge, employee scheduling software can help! Markets fluctuate, demand changes, and sudden booms can be followed by unexpected declines. In other situations, scheduling errors result in too many or too few workers, or in workers who don’t have the correct skill sets for the job. All of these scenarios have a negative impact on your organization.

schedule

Scheduling is as much a concern as it is a necessity for every manager and supervisor. Quite naturally, the lack of an effective process can feel unnerving. An even better system will resolve complex situations that may arise with scheduling conflicts. Here are seven ways to make the employee scheduling process better for the company, managers and employees.

1. Know the staff working for your organization.

The first step towards a better way to scheduling is to create a staff list of current employees. Include their position along with department, relevant skills and certifications. Additional information should indicate whether they are full-time, part-time or contractors.

Overtime restrictions, cross trainings and preferred work hours are useful when determining when and where is the best place for employees to work.

Related:- How to Cope with Technology’s Impact on the Future of Work

2. Keep the communication line open at all times.

You cannot avoid the fact that employees will have non-work related issues that will require time off. Unless you have proper coordination like requesting availability, your department heads will have scheduling conflicts.

A good way to remedy these situations is to have a clear line of communication with employees. There should be a standard procedure that alerts managers when a shift is understaffed. Whether the time off was planned or unplanned, managers should not be surprised.

Advanced scheduling gives employees time to review their shifts. They can request time off if necessary or even swap shifts with a coworker. This gives managers enough time to find a replacement so critical deadlines are still met.

3. Develop a process for employees to submit their preferred working schedule.

Giving employees a chance to communicate their preferences for work hours is a chance to promote collaboration. Additionally, knowing preferences allows managers to place employees in work shifts that are convenient for both sides.

4. Keep schedules easily accessible.

Once the schedule is created, you need to ensure it is easily accessible to all parties. Typically, employees might forget to look at a schedule, even if it is posted in the break room.

Implement a system that allows managers to send email notifications to employees when a new schedule is posted. Keep schedules in one centralized place for consistency.

5. Have an emergency plan.

As much as you begin to rely on an efficient system, it is good practice to have an emergency backup in mind. With a plan B, managers are not scrambling to fill a spot when even the most dependable employee has a family emergency.

Tools such as an availability list and shift trades will keep managers in control of work shifts that get interrupted by employee absences.

6. Use employee scheduling software.

Technology makes it easier than ever to coordinate employees and keep an organized workflow. Installing an employee scheduling software system will dramatically simplify the process of assigning employees to work shifts.

Not only can managers post weekly schedules, but they can also post monthly schedules well in advance. This is especially useful during holidays when employees are planning family time away from the job.

Managers can use the system to notify employees via email alerts or text messages of their upcoming schedules. Common features that will streamline the scheduling process for any company include:

  • Warnings when there is a scheduling conflict
  • Monitoring of employee availability
  • Managing employee knowledge, skills and abilities
  • Tracking clock in and out times
  • Tracking labor costs

Related:- 3 Ways to Get Started with Social Learning

7. Schedule employees according to their talents and skills

Understaffed environments may force managers to fill shift positions with employees who are not the best fit. This can affect morale and work product quality. Scheduling the right person for the job is essential to having a good scheduling system.

Effective scheduling systems provide conflict management resolutions to ensure managers can produce error-free schedules while delivering flexibility to handle departmental needs. Covering shifts with the most skilled and communicating with employees can make this important process the perfect answer for managers who want to know how to “schedule my employees?”

8. Analyze past data

Use your automated time and attendance system to look at past trends, and make note of demand increases and decreases in the past. This historical data can give you plenty of insight on why and when demand fluctuates, so you can make smart staffing decisions in the figure.

9. Ensure a balanced allocation of skills

In order for a shift to operate efficiently, it must be staffed by those with the correct skills. Software that allows you to see at a glance who is scheduled, and what their skills are, will allow you to fill in gaps before they become an issue.

10. Reduce absenteeism

Unscheduled absenteeism is one of the most common reasons for understaffing. Unscheduled absences result in either lean shifts or in overtime, both of which are less than ideal for your organization. Take control of unscheduled absences by tracking trends with automatic workforce management software. Tracking absences with employee attendance management software will help you deal with issues before they become costly problems.

How to Cope with Technology’s Impact on the Future of Work

Whether you’re in a stockroom, a fast food chain or even a bank, it’s not uncommon today to encounter robots doing jobs that humans once did. In fact, tech research firm Business Intelligence estimates that the market for corporate and consumer robots will grow to $1.5 billion by 2019. While this development is exciting, it also drives the debate of whether or not intelligent machinery will challenge the role of human workers.

On one hand, there’s the viable concern that increased automation will replace future jobs. Boston Consulting Group predicts that up to 25 percent of jobs will be replaced by smart software or robots by 2025.

Future

Others believe that machines are more likely to augment jobs rather than replace them entirely. In fact, technology-supported workers are already a common sight in many industries: iPads provide construction workers with blueprints, 3D printers make patterns for prosthetic devices and drones help farmers monitor seed count and nitrate levels.

We spoke with Patrick McHugh, policy analyst at the North Carolina Budget and Tax Center, to find out how jobs will need to transform to make way for technological changes, and how both the government and companies can prepare for the future of work.

Related:- The 4 different types of workplace learning styles

How has technological innovation affected jobs over the past few years?

We are watching the domain of mechanical or machine-aided work extend much further into the realm of what has typically been seen as human labor. We are now in a world where we are replacing cognitive labor with sophisticated algorithms and nimble robotics. The question is whether we will create enough new jobs and professions to replace what is being taken over by machines.

“We are seeing automation, but virtually none of that gain in productivity is turning into increased wages, which is a real problem.”

The huge wave of automation that happened in the 1960s and early 1970s didn’t lead to massive unemployment—in fact, it went in the opposite direction. As machines spread across factory floors and offices, workers got more productive and saw their paychecks grow accordingly, which fueled a boom in consumer spending that more than made up for the jobs that factory and office technology was taking over. Now, we are seeing automation, but virtually none of that gain in productivity is turning into increased wages, which is a real problem. If wages and income for most consumers don’t grow, there won’t be enough demand to replace the jobs that are being consumed by technology.

How can policy create a better environment for future jobs, particularly in the gig economy?

Very few of our systems are designed to work effectively when we are in the position of say, an Uber driver. As technology allows more fluid and temporary contractual relationships instead of traditional employment, most of the ways that we protect workers in the United States will have to be updated. Healthcare, retirement, unemployment insurance and workplace safety requirements are all mostly organized around a codified employer-employee relationship, which often doesn’t exist in the gig economy.

If we take a hands-off approach, technology could make many workers lives more uncertain and insecure. However, if we get the policy right, we can be in much better shape.

Related:- 3 Ways to Get Started with Social Learning

How can companies prepare today for changes in the future of work?

Some of it is putting pressure on the political environment to take change seriously. It is also central to deepen relationships between companies and training providers, such as community colleges.

“It is reasonable to expect that we have to retool our understanding of the education system to match a world where everyone needs to continually update his or her skills.”

It is reasonable to expect that we have to retool our understanding of the education system to match a world where everyone needs to continually update his or her skills. What someone got trained for at 18 won’t be what the market demands when they are in their 40s. What we traditionally see as continuing or remedial education will move into lifelong learning to stay active in the job market.

What types of public solutions would be helpful for the future of work?

Both at the state and federal level, we need to make sure work pays a living wage. We have to look at minimum wage laws and income tax credit or income support. If we get reasonable wage and income growth for most folks, we can expect consumer demand to make up for what we are losing to machines.

“We are going to have to contemplate a future where moving from job to job is not an exception, but a normal course of action.”

Unemployment insurance no longer offers the bridge to the next job. Beyond the immediate limitations we are going to have to contemplate a future where moving from job to job is not an exception, but a normal course of action. We need to find a way for people who don’t have a traditional employment arrangement to have a safety net of some sort.

3 Ways to Get Started with Social Learning

Just about every business today has the tools and technology at their fingertips to build cultures teeming with social activity, with more and more of it focused on “social learning,” or strategies and practices designed to boost collaboration, productivity and build cultures that constantly engage. While the concept has been around for decades, the social media explosion of the last few years has brought tons of renewed interest to social learning — and equal amounts of hype and confusion.

social

A fast-growing array of new applications is designed to help companies build cultures of continuous learning, including our recently announced Cornerstone for Salesforce, which embeds learning management directly into the Salesforce platform. But before taking the plunge, we wanted to provide a clear way to think about the true purpose and potential of social learning. (First rule of thumb here: social media is not social learning.)

Related:- The 4 different types of workplace learning styles

Understanding Today’s Employees as Social Creatures

Learning from others is nothing new. That said, how and when and where we learn is always changing, and managers who want to create a culture of engagement should know that the cloud, social media and mobile can be your allies if leveraged correctly.

Today’s workers are often resistant to delayed learning. They want informal learning situations and solutions—Conrad Gottrfredson puts it well here in his description of the nature of today’s learners: “They are self-directed, adaptive, and collaborative in their approach to learning. They will ultimately abandon outright our formal learning solutions if what we provide them fails to efficiently prepare them to effectively perform at their moments of ‘Apply.’ Why? Because when facing a traditional course that fails to do this, today’s learners are predisposed to simply walk away and look elsewhere for the shortest path to successful performance.”

We couldn’t agree more. Indeed, the marriage between the social and learning is contingent on the employee. The way employees learn today is certainly different than it was even five years ago — interaction and purpose are tantamount. We’ve outlined some specific steps, on top of appropriate applications, that managers can use to implement a high-performing social learning environment in the workplace. As always, the key for managers is to know their audience.

Use Storytelling to Activate Knowledge

Social learning can still be as powerful and effective in a classroom setting as it is using the latest apps on enterprise social networks. Introducing employees to a new idea is much easier when they have a context to reference. For example, if you’re trying to engage a group of sales folks at a new training class, provide them with an anecdote that will allow them to make an appropriate connection. This could include best and worst-case scenarios.

With relatable examples, employees are able to start a conversation around the new training as it relates to experiences they have had. This is likely to spark discussion outside the class/training session — whether it is in a cafeteria or on an internal social network.

Related:- The Importance Of Finding Meaning In Work

Keep It Simple

Start small: don’t try to tackle a broad issue all at once. Small learning groups focused on finite topics help employees grasp ideas better. For example, rather than hiring a specialist to come in and speak to your entire company on a particular issue, such as how to interact with customers or how to win new clients, allow employees to engage with YouTube and share videos with one another on the same subject.

Sharing videos over an internal social network can usually ignite a thread of comments and create a dialogue around the information. Instead of the singular experience of listening to an expert, employees get to be active participants in sharing insights. This empowers the employee, while also allowing them to learn from their peers in a meaningful way that will promote overall productivity in the long run.

The 4 different types of workplace learning styles

It’s no secret that some of the most successful companies today are the ones that have fostered a diverse workforce. Over the years, studies have shown businesses that bring together people of different backgrounds, perspectives and talents result in a competitive edge and even higher profits.workplace
While gender and ethnicity are critical components of diversity in the workforce, so too are learning and work styles. And as an organization attracts different types of learning styles and personality types, leadership teams need to understand how to adapt their management style to provide the best environment possible for each employee to succeed. That starts with developing a broader understanding of effective communication with workers who all process information and learn in different ways.

Related:- The Importance Of Finding Meaning In Work

From visual to auditory, here’s a closer look at the different learning styles, along with some advice for managers and learning development professionals to communicate effectively with and encourage success for each type of learner.

Style 1: “The Student” (Visual & Verbal Learners)

This type of learner probably misses those big lecture hall classes from college, and thrives in a more holistic learning environment where they can both listen to and look at information. They learn best when supplementing a discussion with visual examples around key points or stats — such as charts, graphs, photos or a written outline. So, always be sure to take the time to run through things verbally and reinforce that conversation with some strong visual cues, in order to help them succeed.

This learner is great at doing research for projects and coming up with solutions, so don’t hesitate to assign them the in-depth work that comes up for your team. These learners also tend to do well at public speaking and writing, so you can also rely on them to present their findings. And finally, if you’re ever looking to recall a detail from a meeting, look to these learners: they are the most likely to have taken detailed notes that they will happily share with you.

Style 2: “The Independent” (Visual & Non-Verbal Learners)

A visual, non-verbal learner does best while alone in a quiet environment, and can get frustrated when there are too many meetings or discussions scheduled. They are excellent independent workers who can read and digest materials like documents, charts and graphs on their own — without much additional explanation or direction.

This type of learner tends to make excellent artists or graphic designers, and feels right at home in online or remote work situations. You should make yourself available to answer questions in those uncommon instances where that is needed, but try to avoid micromanaging them. Giving them space and independence to solve things own is the best way to manage them in most cases.

Related:- Skills Building And Development In The Workplace

Style 3: “The Conversationalist” (Auditory & Verbal Learners)

As the name suggests, this type of learner is at their best during back-and-forth dialogue. They love to put coffee dates on your calendar to talk through their ideas — or stop by your desk for a quick chat on a problem. That said, they’re also often very good at writing responses and putting together reports after verbally hashing out the details.

Auditory learners also tend to feel more comfortable when there is background noise in their work environment — rather than a silent, static atmosphere. One easy tip to help them succeed is encouraging them to listen to music at work in order to help them concentrate. It’s also critical for this type of learner that you check-in with them in-person frequently to make sure they’re clear on expectations. After all, this type of learner performs best after talking things through, rather than reading long-winded instructions over email.

Style 4: “The Hands-on Learner” (Tactile & Kinesthetic)

These are the folks who learn best by doing. Tactile and kinesthetic learners can be tricky manage in certain work environments, since they primarily solve problems through methods like trial-and-error. The best management approach involves establishing a calm work environment where the hands-on learner feels supported to spread their wings and go tackle problems.

This worker may also come across as having nervous energy, and appear fidgety while listening or during a conversation. However, that can simply be related to how they tend to process information differently from other learners — only about five percent of the population learns this way.

When it comes to being a great mentor, there’s no silver bullet or one-size-fits-all approach that you can use on all the different types of learners. However, with a greater understanding and appreciation for differing perspectives, work habits, personality traits, and of course, learning styles — you can become a better leader and foster a more creative, productive, and inclusive working environment.

The Importance Of Finding Meaning In Work

Digital transformations are effectively reshaping the very nature of work: From the rise of automation in the workplace to the introduction of new advanced technologies, these changes are either confirming some of our traditional business models, or forcing their collapse. Amid so much volatility, employees have felt insecure about the future of their roles for quite some time. The onset of the COVID-19 pandemic has exacerbated these feelings of instability and unpredictability. Even now, decisions about return-to-office plans and the need for new roles to fill in key skills gaps remain in flux.

In a previous post I spoke of the Cornerstone People Research Lab (CPRL) findings around what we termed “the confidence gap” between employers’ and employees’ perception of their future of work preparedness. In this research, CPRL confirmed what we believed to be true:  Employee nervousness and anxiety is on the rise in these uncertain times.

Work

We explored the reasons behind that gap in another recent global skills survey of 1,000 employees and 500 C-level executives and HR managers from around the world. Here, CPRL found that almost half of employees (47%) are concerned that their role will change significantly in the next few years. Additionally, 30% of employees worry that their jobs won’t even be needed in the future. Our research also found that a lack of confidence among employees is pretty common: 21% of employees are concerned that their role will become too digitally technical, 20% are worried that their role will be filled by a more qualified candidate, and 18% believe their job will be automated by a machine.

Amid so much uncertainty, talent leaders are faced with the challenge—and opportunity—to make sure that employees find the time and motivation to learn, consequently quelling those concerns about their role changing and making them feel more valued at work. Through upskilling, reskilling, and new-skilling initiatives, both are possible.

Related:- Show Employees You’re Invested In Skills Development

Finding Meaning in Daily Work

Employees are not only in need of more confidence—they want purpose as well. They want to know that what they do everyday matters and has an impact. In our survey, we found that 66 percent of employees said meaningful work is important when choosing an employer.

But what does this “meaning” actually look like in practice?

Our findings suggest that it’s about creating and promoting a sense of purpose and connecting daily work to the organization’s broader mission, vision, values and current climate. Clarity of purpose is central to connecting people to mission. To achieve this, talent leaders can invest in helping their employees feel understood—whether that involves promoting regular conversations with managers about personal and professional growth goals, creating a sense of belonging by valuing and celebrating uniqueness or ensuring overall well-being through health and wellness programs.

Why a More Human Approach Is Good for People and Good for Business

Proactive innovation and creativity happens when employees feel valued, understood and prepared. If talent leaders treat employees as unique individuals with different strengths and skills, and take a more personalized approach to learning and development, that sense of being valued will follow—and help employees thrive and adapt.

Not only does this strategy help boost employee morale, it’s a smart business move, too. When employees feel supported and excited about their work, they’re more likely to tap into their skill set, collaborate with others and reach their full potential. It is this flywheel effect that is the accelerant to the organizational outcomes.  And this isn’t just the case for current employees—it also affects prospective employees as well because a learning culture can attract and retain top talent.

Related:- Skills Building And Development In The Workplace

Where Meaning Meets Motivation

Finding meaning in work isn’t just a way to get by during trying times or avoiding employee burnout—it’s about making sure your employees are motivated to innovate, create, and propel the business forward. Creating clarity,  and demonstrating action against that set of needs helps all of us connect to meaning.  And although it might feel more critical in 2021, it’s not just a trend. Whether we’re talking about tough times, new normals or next normals, or some yet undefined term,  finding meaning in work is paramount to the success of your business and the well-being of your employees.

Skills Building And Development In The Workplace

It’s estimated that by 2025, 85 million jobs may be displaced by machines, while 97 million new roles may emerge that are more adapted to the new division of labour between humans, machines and algorithms.  In order to keep pace with emerging technology, the global workforce may need to switch occupational categories. The COVID-19 pandemic is only hastening this trend, forcing us all to rely on 21st-century technologies—artificial intelligence, the internet of things, social media, digital learning platforms, augmented and virtual reality, drones, 3D printing and more—to keep us healthy and to transform economies during these unprecedented times. Amidst so much change, it’s important for companies to focus their time, energy and resources on reskilling and upskilling programs that enable employees to pivot roles seamlessly so they can successfully adapt to the requirements of today’s world of work.

Skills

A majority of companies are already investing time and money into these efforts, but Cornerstone’s recent HCI New Skilling report revealed an opportunity to improve their efficiency. Researchers found that high-performing organizations (HPOs) are focused on reskilling and upskilling, and typically look inward to  identify which skills to prioritize. For example, they might examine their company’s business strategy, or talk to their employees and leaders to find skills gaps. Though helpful, and an absolute best practice, this method can be supplemented by looking at not only what’s happening internally—but at broader, external trends as well.

To gain more holistic insight into the skills they need to prioritize for employee development efforts, organizations need to look outward as well: Consulting experts, conducting research and analyzing industry advancements or insights to locate emerging skills gaps or needs. This extra step will also help employers be more strategic from a workforce planning perspective, giving them a better idea of how they should invest their time, money and efforts in reskilling/upskilling programs.

Related:- Things You Need to Know About Direct Sourcing

Looking For Skills Gaps Internally and Externally

Cornerstone’s HCI New Skilling report found 83% of organizations rely on direct feedback from managers and team leaders to identify internal skills gaps. Another 67% rely on direct feedback from individual contributors to identify the skills their employees need—both now and in the future. Though effective,  these efforts reveal only part of the picture because they only point to specific skill deficiencies or needs in your workforce. Taking an internal approach tends to lead to a more reactive approach to skills development rather than a proactive one that looks at emerging industry trends.

To identify skill gaps more effectively, organizations need to scan their external environment and industry for growing trends or new, necessary skills for their business landscape. Sometimes, it’s simply a matter of not knowing what your organization is missing until it’s seen in action elsewhere—like a competitor. Indeed, organizations can gain insights by analyzing a wide variety of independent sources, like trade journals or updates from professional organizations.

By accessing and incorporating data from more diverse sources, organizations can better understand future needs, anticipate impending skills gaps that can be addressed in advance, and adjust L&D efforts accordingly. And, according to the HCI report’s findings, organizations that use more sources of information to understand potential skills needs report stronger talent and business outcomes and better future readiness.

Related:- Show Employees You’re Invested In Skills Development

Two Steps to Future Skills Success

As organizations rethink their approach to future-proofing their business with reskilling and upskilling efforts, here are two ideas to keep in mind when planning out these programs:

  • Use good practice from classic workforce planning. For companies that are already doing this formally, they should include these arrangements in their reskilling/upskilling strategy and use them to plan or direct these efforts.
  • Pull in information from both internal and external sources to inform planning and execution—the more, the better.

To ensure the success of their upskilling, reskilling and new skilling efforts, companies and their L&D leaders need to ensure they don’t  forget to look beyond their four walls and examine the external forces that surround them—otherwise, excellence in  internal efforts may not align with larger, external changes.

Show Employees You’re Invested In Skills Development

Employees today expect companies to take an active role in their development. According to LinkedIn’s 2019 Workforce Learning Report, 94% of employees say they would stay at a company longer if it simply invested in helping them learn, as more training is linked to improved self-confidence, better job performance and improved time management skills.

development

But just because you’re investing in L&D doesn’t mean that your employees are getting the message. Our research shows that 90% of business leaders feel confident in their ability to develop their employees’ skills. But employees have much less confidence in their organization’s ability to develop and equip them with critically needed skills—only 60% of employees feel this same confidence.

In addition to simply making an investment, companies need to ensure that they’re communicating about learning investments and opportunities, tying learning back to company goals and fostering employee-led career growth through L&D.

Related:- Things You Need to Know About Direct Sourcing

Prioritize Transparent Communication About Development

Don’t assume your efforts to prioritize training are obvious to your employees: Tell employees across all types of skills groups what investments you’re putting toward learning and development. And it shouldn’t just be a one-time conversation. Will your employees remember about resources you pointed them to once during an onboarding session? Frequently reminding your employees about what options are available to them can help them feel more in control of their growth and development.

Transparency about learning and development also means acknowledging areas where you’re still looking to improve. Identifying obstacles and demonstrating that you have a plan to clear them helps build trust and signal to your employees that you’re actively thinking about their futures.

Embed Skills Development into Your Company Strategy

Ideally, learning and development should fit with your organization’s goals and your broader business plan—but according to our research, only 55% of companies believe their L&D programs are well-aligned with their overall direction. Not only is this important for the performance of the business, it’s critical to the performance of your employees: Research from McKinsey suggests that employees perform best when employee goals are linked to business priorities.

How can you help align skills development with your company’s larger goals? Start with these steps to help build momentum:

  • Have managers create personalized development plans for everyone on their teams.
  • Map employees to a larger talent plan or create a list of short-term priorities you need for skill building.
  • Locate adjacent skills that can help your employees reskill to new tasks or responsibilities
  • Involve talent leaders in strategic business conversations.

With a clearer understanding of the role learning and development plays in the organization, employees are more likely to understand where they—and their growth path—fit in.

Related:- Career Spotlight: Security Software Developer

Create Skills Opportunities Filled With Meaning

Remember: skill development is a shared responsibility. When employees are able to find meaning in their work, they’re more likely to tap into their skill set, collaborate with others and reach their full potential. Encourage managers to take the time to listen carefully to employees and discover what they find most engaging about their work, or what else they hope to learn. Use these conversations to find stretch assignments or to uncover opportunities for non-linear career progression.

Matching workers to training that’s aligned with their existing capabilities and their future interests makes it more likely that they can transition to emerging positions and help meet new needs within the organization. This will also help demonstrate to your employees that they are in the driver’s seat of their growth, providing motivation for them to be the best versions of themselves.

Page 1 of 16

Powered by WordPress & Theme by Anders Norén