Personalized Learning / Demand Planning
In this quadrant, a self-assessment is performed, typically quarterly, at a granular job-specific level. A customized/personalized learning plan is created on demand based on the right match of activity to skill gap and job role. Employees continuously shape their personalized, self-directed learning plans to iteratively close skill gaps in short term sprints, while updated assessments rapidly communicate changing expectations based on changes in corporate strategy.
Skills are intimately linked to strategy down to the individual level. Each employee knows how to become a high performer, and has a detailed plan they believe will get them there. They are self-directed. Employees are empowered and engaged.
Managers coach with frequency and enjoy doing it. In 1-on-1 sessions, managers coach to skill gaps, discuss strategies to incorporate desired behaviors, reference the personalized learning plan to help close gaps, and assign task-based mentors where most useful. Managers enjoy watching the needle move as their employees inch toward better proficiency... and results. They leverage the strengths of team members to mitigate weaknesses of others, and schedule team activities to close shared gaps. They leverage knowledge of skills to enable team members to be most successful.
The Training & Development department knows exactly what development activities to offer, where, and to whom they should market. They know what to develop. They have a true sense of actual demand. Training waste is minimized.
You may be in this quadrant if:
- Employee engagement scores are high
- Training budgets can be justified by data
- Employees are highly motivated to become high performers
- Profits are going up in correlation to employee engagement scores
- Employees continuously seek development opportunities on their own
- Training schedules are data driven, and are created in hours, not weeks
- Employee exit interviews rarely cite lack of development opportunities or structure
- Managers know exactly on what skills they should coach, even if they are new managers
- The business can rapidly change the direction of the ship by communicating changes in strategy to changes in an individual role
- The impact of development activities can be measured at the individual level, by employees and managers, as well as at the functional level by overall average skill ratings over time