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âAre employees getting what they need from their employers when it comes to learning and performance management? This question was the starting point for discovering the gaps between perception and reality through the different aspects of talent management. The results were interesting at all levels, especially those regarding employee learning and development.
80% of HR managers believe that training and development is effective in helping people acquire the skills they need to advance their careers. When you add the fact that 72% think their organization gives employees the ability to easily collaborate and participate in informal learning opportunities, it looks like everything is going well.
However, employees do not feel the same: a third of employees (33%) indicated that training and development programs are ânot too effectiveâ or ânot at all effectiveâ, and only 51% of employees agree that their organization provides the right forums for collaboration.
76% of HR managers find their organization’s performance appraisal process useful; only 46% of employees agree. So why don’t the perceptions of employers and employees match?
The learning gap has also been observed in performance management practices: 76% of HR managers find their organization’s performance appraisal process useful; only 46% of employees agree. So why don’t the perceptions of employers and employees match? And what’s stopping HR and talent managers from sustaining higher levels of employee engagement?
Overcome the obstacles
In many cases, the challenge for HR and talent managers is a balancing act. They often have to choose between meeting the needs of the business and those of their employees. It’s a delicate balance because both are important. Here are three tips that talent leaders might consider to help strike a balance between the needs of the business and the needs of people:
- Think about the employee experience. Look at the learning and development goal from an employee’s perspective: why do they want training? What skills do they need to be good at what they do? What skills do they need to prepare for the next step in their career?
If your training is mainly focused on regulatory compliance, it is simply a business overhead. It does not represent real development for your employees. In fact, employees tend to turn to Google first for on-the-job learning content.
A quick search can extract valuable content from blogs, videos, podcasts, or free online learning materials. Now training and development professionals can use tools to track and analyze formal and informal learning activities at the same time, providing key metrics on the types of content people like to consume, which can then be followed. help inform the conservation of similar content for future use.
This is important from a practical standpoint because, as the Bersin by Deloitte report for 2017 notes, it is becoming increasingly imperative to improve the overall employee experience, which includes the way they interact with them. , share and consume learning content.
- Embrace collaboration and informal learning. The 70:20:10 learning model argues that only 10% of workplace learning is formal (eg, instructor-led learning, mandatory compliance training). Despite this, most organizations’ learning budgets continue to focus on that 10%, and there is little support for informal learning and mentoring.
But, we know that the future of work will have less obstacles such as geography, department, technique and more. This means that people need to connect and collaborate on group learning projects or activities with ease so that they can work, learn and grow together.
- Gather information from ‘always on’ feedback mechanisms. Annual performance review meetings are simply not effective when it comes to meeting employee needs. The same goes for annual engagement surveys. The emerging best practice allows organizations to regularly collect feedback and feelings from employees.
When these feedback mechanisms are integrated into a larger talent management strategy, the data collected can be put to good use. An ongoing feedback channel provides talent managers with real-time data on things important to employees, such as personal development and performance, giving them the information they need to better engage their employees.
In August, Willis Towers Watson found that nearly a third of UK employers (29%) reported increased staff turnover rates and it was increasingly difficult to retain high-potential employees. and the most efficient.
The measure of any successful talent management strategy must be improved employee engagement – this is the ultimate bottom line. Talented leaders who are able to achieve business goals and give employees the resources and tools they need to be successful will be on the right track to retaining current employees and attracting top talent.
Learning, performance and commitment are inextricably linked. It’s time to break down the silos so that employees and the organization can thrive. The results will be measurable – decreased staff turnover and increased employee engagement leading to improved performance – and increased results.
About the Author
Dipak Patel is Regional Vice President Solution Consulting & Strategic Accounts EMEA at Saba.