Top Training Predictions for you to
know how to plan your trainings better.
If you are a HR Head and your job
scope is to plan for your people, here is the areas of research on employee
engagement and retention over the years shows a variety of important factors
contribute to retention:
•
Managerial excellence • Recognition and rewards
• Career opportunities
• A flexible work environment
• Great online tools
• Corporate mission or purpose
If you are a Training Head and your
job scope is to plan according to the gaps of the competencies you have done,
here are some areas for your consideration:
LEADERSHIP
Leadership will be a big challenge
in 2014. Executives are struggling with leadership gaps at all levels—from
first-line supervision through top leadership (more than 60 percent of all
companies cite "leadership gaps" as their top business challenge3). This year, baby boomers will begin to retire in large
volumes; one oil company told me that they expect to lose 30 percent of their
workforce in the next three years.
The leadership challenge looks even
tougher in Asia and other fast-growing economies. These countries have younger
and lesser educated workforces, creating a highly competitive labor market for
skilled people.
In mature economies like the U.S. and Western Europe, this problem translates
into retention challenges as the job market recovers (engagement and retention
are now the number two-rated issue, second only to leadership gaps).
In 2014, the problem we face is not a shortage of people—it is a shortage of
key skills.
HR TEAM TO ACT AS CONSULTANTS
Look at major trends that are driving HR and Talent Management in 2014.
Look at readiness versus priority.
MOVE BEYONG INFORMAL LEARNING TO A FOCUS ON A CONTINUOUS LEARNING
A "continuous learning
model" is one in which people receive some amount of formal training,
coupled with a significant amount of coaching, support by experts,
developmental assignments, development planning, and management support.
How do you create an integrated,
efficient, and effective capability development strategy throughout your company?
It is not easy. Bersin and Bersin's High-Impact Learning Organization Maturity
Model will show you how.
If you are a company that have
started out your training plans, you can look at this model and to see which
level you are at.
Level 1: Incidental Training - Your company focuses on 'making work more productive'.
- No central L&D Department
- Training on the job
- Few or no L&D staff
- May reactive or tactical solutions in place
- Lace of standards
- Driven by local subject-matter experts
- Some formal training, but lots of training activities
Level 2: Training and Development
Excellence
-
Focus on training excellence - your company has a
centralized L&D Department
- Focus on governance and operations
- Focus on instructional design
- Traditional measurement models
- E learning as a delivery type
Level 3: Talent and Performance
Improvement
-
Focus on talent and organizational performance
- Masters of performance consulting
- Recognize importance of managements role in development
- Integration with talent management
- Measures performance results
Level 4: Organizational Capability
Development
-
Focus on organizational capability
- Highly aligned with business executives
- Broad range of tolls and capabilities
- L&D Function many be smaller but very agile
- Highly focused on continuous and informal learning
- Understand audiences in detail
Have a good week ahead.
Regards, Cheryl
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