Many employers overlook the fact that creating and maintaining effective training programs is tied to strategic planning. As we’ve all seen in recent years, the skill sets an organization needs to stay relevant and productive can change remarkably quickly. Technology evolves, customer expectations shift and employees often must take on new responsibilities. Together, these developments make periodically reassessing your training efforts a competitive necessity.
Make the connection
Start by reviewing your organization’s short- and long-term strategic objectives with your leadership team and professional advisors. Your goal: Identify what employees need to know to perform at the highest levels now and in the years ahead. Examples of strategic objectives include:
- Increasing productivity,
- Improving customer satisfaction with existing products or services,
- Expanding product or service lines,
- Adopting new technologies or changing how work gets done, and
- Transforming the organization into something new.
With these objectives clearly articulated, you can then identify the workforce implications and determine how training can help address them.
For example, identify what kinds of employees your organization will need in the near future to achieve its objectives. What skill gaps will likely impede your progress? Where are those gaps widest? Answering these questions should tell you which departments or employees to prioritize. Then consider the best ways to build the necessary expertise and skills.
Current and future needs may range from narrow technical and digital proficiencies to more general qualities such as creativity, problem-solving abilities and leadership skills. Distinguish between current and future needs, and set a timetable to meet them all.
Talk about it
Who else can help upgrade training strategically? Your employees. Integrate training discussions into both performance reviews and regular check-ins between employees and supervisors. These conversations can reveal specific and timely ways that employees need (or want) to develop their skills.
For instance, supervisors might ask whether employees feel fully equipped to meet the expectations of their current role — and, if not, what training they believe they need. Long-term career aspirations are also important to discuss. Where do employees see themselves with the organization in, say, five years? What training do they need to achieve those professional goals?
Some staff members may be suited to a mentorship or individualized professional development plan. If you go this route, remember that people learn differently, so choose mentorship/training methods that fit the individual. In addition, incorporate performance metrics so the mentor or supervisor and employee agree on what needs to be achieved.
Finally, to manage expectations, clarify that completing a mentorship or individualized professional development plan doesn’t guarantee a particular job status or promotion. Consider having an employment attorney review any related policies or documentation.
Never stop evolving
Strong training programs should evolve along with your organization rather than simply repeating the same approach year after year. By connecting performance development to stated objectives, workforce needs and measurable results, you can make more informed decisions about how to spend your training dollars. Contact us to evaluate the financial implications of those investments and incorporate them into your broader strategic plan.
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