Category Archives: Employee Engagement & Retention

A Comparison of Education and Training Predictions From the 1990s to Today’s Reality

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From my associate, Grant Tate.

In the 1990s, I was working in the Netherlands with my company, Bridgewater Innovations Group, NL, BV. We did deep research on the way different countries around the world were applying technology in education and training. For instance, we studied the Netherlands, USA, Canada, Australia, Japan, UK. As a result of that work, I developed the presentation, “A View of Learning in the 21st Century.” Running across this report in my files, I was pleasantly surprised about the accuracy of our predictions.

‍I asked A.I. to compare and contrast those predictions with today’s reality, giving business leaders an overview of how accurate they were. Here is the result after my editing.

‍Learning Networks and Accessibility

One of the key predictions was the emergence of learning networks connecting homes, schools, and workplaces. This prediction has largely come true with the advent of the internet and online learning platforms. Today, learners can access educational resources and connect with instructors and peers from anywhere in the world. This has democratized education, making it available to a wider audience.

 

Individualized and Interactive Learning

The prediction of individualized and interactive learning has also been realized. With the rise of adaptive learning platforms and personalized learning tools, learners can progress at their own pace and focus on areas where they need the most support. Interactive simulations, virtual reality, and gamified learning have made education more engaging and immersive.

 

‍The Role of Technology

The prediction that sophisticated computer software would customize learning experiences has been realized to a large extent. Artificial intelligence (A.I.) and machine learning algorithms are now used to personalize learning paths, recommend resources, and provide targeted support to learners. AI-powered chatbots can also act as virtual tutors, answering questions and providing guidance.

 

‍Assessment and Feedback

The prediction that traditional testing would be replaced by continuous assessment methods has also been realized. Many learning platforms now incorporate formative assessments, real-time feedback mechanisms, and data-driven insights to track learner progress and provide personalized support.

 

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Integration of Work and Learning

The prediction that learning would be integrated with work has also come true. Lifelong learning has become essential for career advancement, and many companies now offer on-the-job training, professional development programs, and online learning resources to their employees. Microlearning and just-in-time learning have made it easier for employees to learn new skills and knowledge in the flow of work.

 

‍The Changing Role of Teachers

The prediction that teachers would transition from preachers to guides and coaches has also been realized. In today’s technology-enabled learning environments, teachers play a more facilitative role, guiding learners, providing feedback, and fostering collaboration. They also need to be proficient in using technology to enhance the learning experience.

 

‍Areas Where Predictions Fell Short

While many of the predictions from the 1990s have come true, there are some areas where the reality has differed. For instance, the prediction that time-based credit systems would fade in favor of competency-based assessments has not been fully realized. While there is a growing movement towards competency-based education, traditional credit systems are still prevalent in many educational institutions.

 

Conclusion

Overall, the predictions made in the 1990s about the future of learning have been remarkably accurate. Technology has transformed education and training, making them more accessible, personalized, and interactive. In the 1990s, we were exploring how network and computer technology would affect learning and training. The emergence of Generative A.I. opened up an expansive new channel of learning. If you want to learn about a new topic, simply ask A.I. to explain it to you. If you want to learn a new skill, A.I. can generate a personalized training program, with exercises—just for you. We’re entering another new era for education and training.

Comprehensive Guide to Developing Employees Part II: Elements to Enhance Employee Development

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Editor’s Note: This is the second installment of a two-part series surrounding what it takes to develop staff both within relatively small micro-businesses to more extensive organizations. Each article explores different aspects.

While employee development can be an essential strategic tool for growth, productivity, and employee retention, neglecting particular challenges results in uncertain value.

For Your Consideration

  • Finding qualified staff is seldom easy and may be costly. Even HR professionals are having recruiting difficulties, and 75% say there is a skills shortage in candidates, so prepare to build the employees you want.
  • Competition is competing for both market share and engaged employees.
  • Diversity, equity, and inclusion initiatives are becoming increasingly more important to more people.
  • A culture that adapts to new environments, protocols, or shifting market demands can do well.
  • Acknowledge the connection between adapting your changing business structure with evolving employee development. Align employee development with the organization’s strategic needs. For example, do you face many impending retirements?
  • Workers who receive training and educational opportunities can become more productive and loyal. While there is a concern that developing highly skilled people will leave and take their knowledge elsewhere, employee training usually reduces turnover and absenteeism.
  • Recognize that you may need to rekindle employee development initiatives.

 

Guidelines to support employee development programs:

  • Secure widespread agreement among executives and managers.
  • Tie everything into performance management.
  • Be clear about your desired outcomes.

Failure to follow these can lead to decreased effectiveness for all impacted.

Employee Development Methods

Employee development methods can occur on the job, with the manager or an experienced co-worker leading the development activity, using training facilities, or online.

COACHING

Coaching involves a more experienced or skilled individual providing an employee with advice and guidance. 1:1 coaching is personalized, has a specific business objective, and occurs over time.

MENTORING

Mentoring may be formal or informal. Effective mentoring programs involve:

  • Matching mentors and mentees.
  • Hold both parties accountable with goals.
  • Designate the time & commitments needed.
  • Monitor the mentoring relationship.
  • Link mentoring to both talent management and business strategies.

 

INDIVIDUAL DEVELOPMENT PLANS (IDP)

This document details an employee’s intentions, learning outcomes, and support needed. It also includes appraisal and assessment data.

CROSS-TRAINING

Cross-training (short or long-term) refers to training employees to perform job duties other than those usually assigned. Begin by identifying the knowledge and skills needed for each position and understanding current employees’ proficiencies to reveal gaps.

JOB SHADOWING

Job shadowing requires more than having an employee follow a colleague around all day. It works best when employees learn firsthand about the challenges facing people in other departments and the impact their decisions have on others.

JOB ENLARGEMENT VS JOB ENRICHMENT

Job enlargement adds more tasks and duties, typically at the same level of complexity. Job enrichment, on the other hand, adds responsibility and control. Motivation is unlikely when jobs are enlarged but not enriched.

JOB ROTATION

Job rotation (usually for a year or more) is the systematic movement of employees from job to job to provide a view of the entire organization. Downsides may include increased workload and decreased productivity for the employee, temporary workflow disruption, line managers’ possible reluctance to lose high-performing employees, or the costs associated with the learning curve on new jobs.

“STRETCH” ASSIGNMENTS

Developmental assignments allow employees to develop new skills, knowledge, experience, and competencies necessary for higher-level positions.

SUCCESSION PLANNING

Succession planning uses a 1-3 year window to identify long-range needs and build your internal talent to meet those needs- not to preselect them.

ASSESSMENT CENTERS

An assessment center, used for selection or development purposes, is not necessarily a physical site but a program of tools and exercises designed to assess people’s suitability concerning a particular role.

CORPORATE UNIVERSITIES

Corporate universities usually focus on job-related skills, specific proprietary knowledge, or certification needs to ensure consistent messages reach everyone.

LIVE & ONLINE DEVELOPMENT

Organizations typically use classroom-based learning for topics unique to the employer and online learning for universal topics. Online training allows for self-directed, just-in-time, on-demand instruction. Content is best delivered in small, easily understood pieces to keep employees engaged. Employees should know how to use online training systems and online support and easily access supplemental information.

Common Issues and Challenges to Developing Employees Today
GENERAL ISSUES

Typical hurdles for employee development programs include:

  • Lack of managerial accountability.
  • Gaps in talent development capabilities with inadequate feedback to grow people.
  • Inconsistent alignment between workforce and business strategies.
  • Inconsistent execution.
  • Limited use of meaningful analytics and tracking.

 

FUNDING CHALLENGES

When the business is booming, taking employees away from their work is a challenge. But when revenue slows often, there is less money in the training budget to get it done—the classic Catch-22.
Here are some tips for breaking free of this vicious lack-of-time or lack-of-money cycle:

  • Seek outside funding through grants. Note: some grants restrict which employees are trained, by whom, and on what topics.
  • Analyze cost-benefits, be selective, and prioritize.
  • Utilize videos, free online courses, and podcasts to tap free or low-cost resources.

 

GENERATIONAL CONSIDERATIONS

There was an unspoken “sink-or-swim” approach to bringing new employees up to speed in earlier generations. Consider redesigning supervisor and leadership development.  Millennials usually expect clear direction, guidance, and goals from their leaders, along with well-defined assignments, benchmarks, continuous feedback, and discussion.

COMMUNICATIONS
  • Clear communication about employee development programs is essential. Do not create unrealistic expectations, overpromise next steps, or generate confusion about who receives development opportunities. Be clear about which programs are mandatory. Is there a career impact if someone opts out of development?
  • What, if anything, will you tell your “high potentials?” This area can be a double-edged sword.

 

Use Evolving Technology

Most integrated learning management systems (LMS) and performance management (PM) systems use a competency-based model and become integral to the performance appraisal process. After the system quantifies gaps, it recommends learning or development opportunities.

Metrics

Insight is critical. Measure participant reaction, participant learning, participant behavior on the job, business results, and return on investment.

Choose a Global Lens

Be culturally aware of the expectations and differences in learning and talent development practices. Explore appropriate word choices, humor, nonverbal gestures, greetings, and attitudes toward time.

Finally, all employers should ensure that employee development programs do not create liabilities for discrimination, retaliation, wage and hour violations, or breach copyright laws.

How To Attract and Keep the Talent You Need

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How to Attact and Keep the Talent You NeedFrom my associate Janice Giannini.

I have been in business for over 40 years, mostly in executive leadership positions. As a result, the insights I’ve garnered working with thousands of professionals, primarily in technology-driven businesses, are straightforward to articulate.

Top-line growth and improving the health and value of your business rests on the following imperatives:

  • Hire the right people
  • Respect and trust their contribution
  • Give them challenging and meaningful work to do
  • Provide opportunities for them to grow and develop
  • Mentor them to build effective business relationships. Mentoring is even more critical in the current environment of constant change and adaptability, flexibility, and greater mobility.

 

A company is only as successful as its people. Shortchange one of these; by definition, you are shortchanging the other.

Leadership can view fulfilling these imperatives through two different lenses: first is recognizing it needs to be the DNA of the company, not just the values statement on the website, and second is balancing these imperatives with the success metrics of the business.

There is no formula for all times to create this balance. Instead, the balance point starts with the leadership and flows consistently across the company, up and down.

I offer a few questions worth pondering to determine if you are on a productive pathway to achieving this balance point:

  • Do the BOD and the C-Suite believe these imperatives? If not, do you need to make changes? What development needs to occur for them to be successful in this endeavor?
  • Are you hiring and promoting leaders in your businesses who believe in the above? If not, do you need to make changes? What avenues of development need to occur to enable success?
  • Are your leaders flowing this across, up and down the organization effectively? If not, do you need to make changes? If not, why not? What challenges are in the way prohibiting this? What development opportunities need to occur?
  • Are you hiring the right people who believe in the business’s values? What can you do to help that belief and expression of that belief grow

 

It is far easier to achieve business success metrics if the people at all levels of the company understand where they are going, the preferred way to get there, and why they are going there.

What do you need to implement to put your business on a more productive pathway to achieving the appropriate balance point?

What Does Business Growth Have In Common With People

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We are focusing on people for this edition of our newsletter. But, as I thoughtfully consider the many challenges in today’s work environment, I can’t help feeling that connecting the dots might yield better results for everyone.

What are the dots as I see them?

  • The attrition rate/voluntary resignation rate is higher than ever. Some estimates I’ve seen are 40% to 50%. However, it does vary by country/industry/geography.
  • High attrition rates drive up costs, lower company performance, and may cause lower morale and, at some point, cascade. Positive company growth requires a reasonable level of stability.
  • There are many reasons people are leaving their current employers. Among them are unmet expectations/needs in several areas, to name a few: caring and inspiring leaders, career development, unsustainable expectations given resources availability, workplace safety, workplace flexibility, and meaningful work.

 

I’ve seen data analyzed by industry, age, and different cohorts. However, a few attributes are common regardless of how one views the data.

Some commonalities surround the unmet needs of caring and inspiring leaders, flexibility, meaningful work, and a supportive community for work, health, and well-being.

Perhaps understanding what people need to stay might be a jumping-off point. Suppose the following was representative of your organization. People would stay and thus reduce the attrition rate for the business if:

  • There was workplace flexibility that met most peoples’ needs
  • Most people understood and felt their work had meaning
  • There was adequate compensation, not necessarily over-the-top compensation
  • The environment was supportive in terms of culture, health, and well-being
  • Most people see career development and advancement across the company

 

What are questions that companies/organizations could entertain to help foster this?

First, ask your associates two questions: what causes you to want to stay and what causes you to want to leave? If your research mirrors some of the reasons above, ask yourself what you can do to improve it. Examples:

    • Workplace flexibility: is it too rigid; can you implement some form of job sharing to tap into the excellent talent that, for valid reasons, can’t meet the rigorous schedule; is it time to reconsider organization policies and practices that may have worked very well in the past, but may not be optimal anymore?
    • Improve the leaders’ ability to understand why the company does what it does and effectively communicate that to everyone across the organization. If the leaders don’t understand or can’t articulate it, how would an associate know it?
    • At 50,000 feet explain how the company runs and the dependencies among the associates, investors, and customers. Explain the comp structure and the tie into customers’ and investors’ stock prices and needs. It is a cycle, and if the design is lop-sided for some reason, perhaps a plan to re-align it.
    • Ask yourself if the culture is supportive across a few dimensions: work processes, associates’ health, and well-being.
    • Is there a career development process to identify associates’ potential and provide growth opportunities for people? If not, do you need to start doing that?

 

Many people have more potential than they may be using. An individual’s job is the starting point, not the endpoint. As people reach their potential they feel valued and more committed, and the company grows.

Leadership and Communications Development Investments for all leaders and an open mindset about change can improve many of these “reasons to leave or stay.”

Historically, investing in some of these areas has not always been valued. Yet, in today’s world, it just might net outsized growth. So, is it worth a thought?

The questions for each company are:

  • Is the Board of Directors satisfied with the current results? If not, is the Board and Committee structure facilitating a focus in these areas? What actions are needed to address this? Is the risk of the status quo acceptable?
  • Is the C-Suite satisfied with the current results? If not, is there a willingness to embark on a journey like this?
  • Is there a willingness and commitment to follow through? If not, then starting this journey may not be worth it. Corollary, what is the risk of not doing it?
  • Suppose a company implemented even a few of these ideas successfully. Would it cut the attrition rate and make the competition for talent swing in your favor, thereby improving company performance?

 

What do you have to lose?