3 reasons your employees are frustrated and disengaged
Want to ensure that your business leaders DON’T view you as a strategic partner? Follow these 3 steps.
What’s the sure fire way to frustrate and disengage your employees?
Don’t tell them what they need to do to be successful
Don’t give them the ability to see if they have the skills to accomplish what they need to do
Don’t give them the opportunity to close skill gaps
In the Deloitte study on Human Capital Trends[1], skill gaps and employee engagement problems are at the top of mind of 87% of the leaders in HR and executive management. Only 14% of L&D leaders believe business leaders view them as strategic partners, with 52% seen as mediocre partners or worse. This is because the skills gap crisis and employee disengagement continue to grow, and leadership doesn’t see Learning & Development as the solution. (Read more in this white paper)
Want to ensure that your business leaders DON’T view you as a strategic partner? Follow these 3 steps.
1) Don’t tell them what they need to be successful
A role-based competency model describes what it looks like to be great in each role. It defines the skills required to execute their part of corporate strategy. It’s a roadmap to be great. And it’s never been more important than with the speed of change, the impact of digitization and artificial intelligence on jobs, and the scarcity of good talent. If you don’t want to tell your employees what they need to be successful, don’t create and use a competency model for each role.
2) Don’t give them the ability to see if they have the skills to accomplish what they need to do
To make competency modeling actionable, you need to enable people in that role to self-assess against it and identify skills gaps relative to their work. If you don’t want to give your employees the ability to see if they have the skills required for their role, and you don’t want to intrinsically motivate them to bridge their skill gaps, don’t enable them to perform a skills assessment with a skills assessment system/competency assessment system.
3) Don’t give them the opportunity to close skill gaps
After people have performed a skills assessment for their job and know what specific skill gaps they have, you need to automate the identification of competency-based learning relevant to their needs, known as personalized learning. This eliminates guesswork. It accelerates learning transfer. It drives behavior change. It creates a culture of learning and learning agility that experts say is the key to sustainable competitive advantage. If you don’t want to give your employees the opportunity to close their job skill gaps, don’t provide a personalized learning plan. Just hope that their managers can coach them up.
[1] Bersin by Deloitte. (2015). Reimagining L&D Capabilities to Drive Continuous Learning.
