Posts tagged Digitization
3 ways to ensure you frustrate and disengage your employees

What’s the sure fire way to frustrate and disengage your employees?

  1. Don’t tell them what they need to do to be successful

  2. Don’t give them the ability to see if they have the skills to accomplish what they need to do

  3. 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

Also found on LInkedIn and ATD

 

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GASP! I just created learning that doesn’t transfer and they can’t get up!

If you create learning that doesn’t transfer, then you too will keep your target audience from “getting up” in skills and business results. By that I mean, no addressing skill gaps, and no improving results.

Why employee disengagement occurs

In a Deloitte study[1], less than 25% of Line Managers believed their Learning & Development (L&D) departments were critical to achieving their business goals. That is not surprising given related findings on learner disengagement. It is cause and effect.

If the employee doesn’t believe that the content is relevant to their job and their needs, they will be disengaged in any learning.

--> If the employee is disengaged in the learning process, then L&D efforts are mitigated – any learning opportunities will have minimal effect.

--> If minimal effect occurs, then skill levels do not improve.

--> If there are no skill level improvements, then business results do not improve.

--> If employees participate in training programs, and positive business results do not follow, then Line Managers are likely to lose faith in the ability of L&D to contribute.

Why does this happen?  It’s a likely scenario when you don’t know what skills people need. You can know you have a skill gap crisis, but if you don’t know what job skills they need, how can you possibly help them develop the right skills?  How can you create content that is relevant to their job?

Even if you know what skills they need, but you can’t measure skill gaps (you don’t actually know where skill gaps exist and have no supporting data), then how can you measure whether skills and business results improve?  That is, how can you measure that the programs you’re providing are closing skills gaps and driving results?

Resolving learner disengagement step 1: Create competency models

First, you create a role-based competency model, which defines the skills required to execute their part of corporate strategy.  In other words, the competency modeling connects skills and strategy.  A competency model describes what it looks like to be great in that role.

Step 2: Create competency-based learning

Next, you develop competency-based learning to increase the likelihood that each person CAN accomplish their goals.  This is where the learning objectives of activities are tied to the specific competency model skills and behaviors. 

Creating competency-based learning ensures the content is relevant to their job.  But remember that if the employee doesn’t believe that the content is relevant to their job AND relevant to their needs, they will be disengaged.  We’ve solved the first problem, now we have to solve the second.

Step 3: Provide competency assessment tools

In order to make content relevant to each person’s needs, you need to enable them to perform a competency assessment in order to identify their specific skill gaps.  And you need to automate the identification of content relevant to their needs, known as personalized learning. 

If you develop competency-based learning and enable personalized learning, you will drive learner engagement and accelerate learning transfer.  And if you’ve got a good competency model, then it will positively impact skills and business results.

What’s more, the aggregated skills data combined with business results over time will let you measure the impact of learning.

Summary

If you ensure that you only create competency-based learning for a role, you will never again create learning that doesn’t transfer.  If you use a competency assessment tool that personalizes learning for each person, you will maximize learner engagement, accelerate learning transfer, and you WILL be able to measure the positive impact on skills and business results.

[1] Bersin by Deloitte. (2015).  Reimagining L&D Capabilities to Drive Continuous Learning.

Also found on LinkedIn.

 

 

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