How can you develop employees while maintaining operational efficiency?

If we are able to put right people in the right place skill GAP can be minimised. Every Company needs to up skill their employees based on the department trends. Learning should be a continuous process. All Great companies have invested in skill development of the employees. In a technology driven company its fairly easy because until your employees are up-to date in terms of skill requirements you cannot meet the Customer demands, in a Customer service driven companies technology plays a major factor in terms of analysis or consumer behaviour so employees needs to be skilled in those areas, the L&D team needs to identify department wise skill requirements and up-skill its employees.

I'd like to break it down in simple terms... Imagine you're chatting with your team over a cup of coffee. Take a good look at what they're great at, where they could use a hand, and what skills could use a bit of a boost. Throw in some quick surveys and maybe chat about how things are going during those work catch-ups. It's like figuring out everyone's favorite game – understanding what they're good at and what they'd like to get better at.

Developing employees while maintaining operational efficiency is a delicate balance, but it’s certainly achievable. Here are some strategies you might consider: 1)Continuous Learning: 2)On-the-Job Training: 3)Feedback and Recognition: 4)Mentorship Programs: 5)Flexible Work Arrangements: Remember, the goal is to create an environment where employees feel valued and are given opportunities to grow, all while ensuring that the day-to-day operations of the business run smoothly.

Developing employees while maintaining operational efficiency is essential for long-term growth and success. Here are strategies to achieve this balance 1. Use structured training and micro-learning. 2. Offer mentorship and cross-training. 3. Use technology for self-paced learning. 4. Align development with company goals. 5. Balance workloads for growth. 6. Recognize and reward employee efforts. 7. Foster a culture of continuous improvement.

Developing employees while maintaining operational efficiency is crucial for the long-term success of any organization. Some strategies to sustain this efficiency include: Individual Development Plans - creating individual development plans for every individual employee based on skills, career goals, and the organization's needs. The unique practice or strategy which we had was Learning Sessions during lunch these are the sessions where employees voluntarily participate in short training sessions during their lunch breaks. This helps in minimizing disruption to daily operations. On the job training is pretty common in most of the organization this can be achieved by assigning an experienced employee to mentor and guide newer team members.

Defining business objectives should be done in 10-year, 5-year, 2-year, and 1-year planning. 10 years to target where the organization wants to be positioned from size, economy, culture, and operating environment. Then work back from there to determine a path forward. Once this has been identified, the next step is to do the same with determining the needs of internal Talent and comparing it to what current Talent has vs. what is needed.

Defining goals and communicating them with your people down the line helps understanding the broader picture of the organization's expectations. Developing training methodologies aligned with the expected outcome can help people at the key stroke level - draw their own roadmaps and deliver. It is organization's role to acclimatize people with the goals & objectives to set the tone.

Objectives and Key Results have emerged as a framework for aligning strategy and operational goals. For businesses, OKRs drive operational efficiency by unifying departments under common objectives. The methodology lends itself to data-driven performance evaluation, facilitating high-visibility into organisational achievements. For employees, OKRs provide a pathway for growth. By aligning individual key results with organisational objectives, team members become stakeholders, thereby enhancing engagement and motivation. OKRs bridge the gap between corporate strategy and operational execution, meeting the needs of both the business and its workforce. The framework encourages a symbiotic relationship between goals and employee aspirations.

Specific, measurable, achievable, relevant, and time-bound objectives, - all are what you want to achieve from a business objective, and nee to plan on paper ... Now, when you plan for progressive learning what do you do if the individual fails for a very good reason (family circumstances, mental health etc.). My experience tells me you need a contingency plan so that desired business outcomes can be achieved.

Learning shouldn't be limited to courses in an LMS or external learning. It should be a blend of methods and can include things such as mentorship programs, knowledge databases, internal systems, and more. Building a learning management system can take time away from employees' work and be costly to maintain. Some learning should be embedded int he flow of work and can easily be done through creating a strong culture of collaboration.

While official courses can give them a good base, there are many things that can only be truly learned through experience. I teach my teams to anlyze all parts of an issue, to look through the official documentation for answers, to use testing tools, to search online and recognize reputable sources and to be able to describe the issue to other support teams, in a way that will allow them to comprehend the root of the problem and assist them when needed. I don't just give them all the answers, i teach them to find them for themselves.

Au-dela de l'ensemble des points cités : mentorat, E-learning, atelier .... une réunion de feedback régulière est aussi un outil pour développer un collaborateur : les réunions peuvent être utilisées pour discuter des performances, des objectifs de développement et pour offrir des suggestions d'amélioration continue tout en restant aligné sur les besoins opérationnels.

A a blended learning approach is the way to go coupled with informal training sessions to keep motivation going and to praise each other's progress. Note the hint towards teamwork. When done right, one team member will hepl the other.

In employee development, the choice between generic training and internal coaching presents a pivotal decision for organisations. While generic courses offer convenience, they lack the specificity and organisational alignment that internal coaches provide. Internal mentors understand the company’s culture and tailor their approach to meet unique organisational needs, offering a more effective, bespoke form of skill development. Additionally, their continuous presence within the company fosters ongoing professional growth and strengthens employee morale. Ultimately, internal coaching not only sharpens individual skill sets but also enriches the organisational ecosystem through knowledge-sharing, creating a path for sustained excellence.

Engaging employees isn't simply taking an "If we build it they will come mentality". It is important to meet the learners where they are and find out what will meet their needs. To engage stakeholders they need to buy into what you are selling. Leadership needs to be bought in and lead by example when it comes to strategic initiatives. If leadership only talks about it but doesn't partake in the success, the actions speak far louder than words.

Employee engagement is as important as your customer delivery. To sense your people's pulse and thoughts can define much of what should be focused on. It can not only help your employees focus on their approach but can also improve on the most critical achievements. Challenging your people with a change in your approach will open up the pores hidden behind the daily deliverables. Share feedbacks, understand the needs and prioritizing people can always do wonders.

I try to incorporate real life cases in my trainings, for example, when i'm teaching an Excel course for my company's employees, I ask the participants to share examples of reports or datasets that they use or that they struggle with. So I can teach by example using real life use cases, formulas, charts, etc. that they can start applying right away and that not only keeps them engaged but has a positive impact on their performance for the company.

Le process de la performance, autrement dit entretien annuel est le parfait moment pour échanger et dresser le besoin en formation de l'employé, toutefois il est important que le manager soit tangible et factuel dans l'acceptation des besoins émis vis-à-vis de l'ensemble de son équipe, voir de l'entreprise . il faudrait que la voix de tous soit entendu pour rester dans une approche impartiale et ne pas engendrer un sentiment d'inégalité.

Defining the need of learners as individuals or as a team is as important to understand the need of the stakeholders whether it's shareholders of the company or the customers. The trick is to understand the outcome. Will the 'strategy' actually deliver? Leadership, vision comes into play here.

Evaluating results and impact in corporate learning programs is essential for continuous improvement. Utilize key performance indicators (KPIs) to measure outcomes, like skill acquisition and performance enhancement. Collect participant feedback to assess program effectiveness and gather insights for refinement. Analyze data on ROI and cost-effectiveness. Demonstrate the value of learning initiatives through success stories and measurable improvements in employee performance. Regular evaluation ensures that learning programs align with organizational goals and drive positive impact.

Results can be evaluated in a number of ways: - Overall engagement in the specific programs can we measured - Success or failure of the program will ultimately tell a story of what works and what doesn't - Consistent and ongoing measurement that aligns with the business objectives is important to measure success.

In staff development, agile methodology's retrospective sessions stand out as pivotal. These periodic reviews act as checkpoints to assess the efficacy of current strategies, providing an open forum for both managers and staff. Retrospectives focus on three key elements: what worked well, what needs improvement, and what steps should be taken next. By employing retrospectives, organisations create a continuous feedback loop that identifies strengths and areas for enhancement. This enables swift course corrections and fine-tuning of developmental objectives for upcoming cycles. The outcome is a dynamic and adaptable framework that aligns staff development with broader organisational goals while fostering an environment for sustained growth.

Evalute in a qualitative and quantative way, - yes! However, when things go wrong e.g. wrong strategy, training program etc., how do you keep motivation going and to start anew? Contingency planning should be part of your evaluation process.

To adapt and innovate in corporate learning programs, organizations must embrace technology, such as e-learning platforms and AI-driven tools, to deliver personalized and engaging content. Short, focused microlearning modules cater to shorter attention spans, while gamification elements boost motivation. Data analytics tracks progress and assesses effectiveness, and feedback mechanisms gather valuable insights. Peer learning networks and mentorship programs encourage collaboration and knowledge sharing. Cultivating an innovation culture, where employees are encouraged to explore new skills and ideas, ensures program relevance and success in today's dynamic business landscape.

Consistent evaluation of engagement provides an opportunity to adapt and innovate the program to the organizational needs. This is not a set-it-and-forget-it type of program, ensuring evaluation and adaptation will lead to success. Like a plant, if you don't provide it the right care it will not make it.

I started my career in workforce management as an apprentice. This on-the-job learning program in our contact center helps everyone develop and find their own careers. Nothing beats real-time experience provided with proper guidance accompanied by in-classroom training. Providing a safe space for employees to explore career options.

I may think about adding something about instilling a culture of learning so that it is not part of a one-time project but rather becomes more engrained. This will lead to more opportunities for impromptu collaboration as a source of learning in addition to larger learning initiatives. One way that this can be achieved is by eliminated silos because departments and layers of management on teams to build a more collaborative and open culture that sees teaching and learning as part of the everyday fabric of work. Any leader focused on encouraging a culture of learning and development should lead by example and have clarity around their own journey of development.

Il est important de rajouter que lorsqu'une entreprise investit dans le développement de ses employés, il est crucial de le présenter comme un partenariat mutuellement bénéfique, vous pouvez favoriser un environnement où la formation est per?ue comme une opportunité positive plut?t que comme une obligation contraignante ou une chance exceptionnelle .