You're torn between HR and operations teams on training priorities. How can you find common ground?

As an operations and HR professional, balancing training priorities between these two critical functions requires a strategic and collaborative approach. To find common ground, I recommend conducting a comprehensive needs assessment involving both teams. This includes gathering input through surveys, focus groups, and individual interviews to identify skill gaps and training needs from both perspectives. By analyzing this data, we can prioritize training initiatives that align with the organization's overall goals and ensure that both operational efficiency and employee development are addressed.

Make a list of all outstanding training requirements paying attention to essential and desirable requirements Work out how many people need this training and the impact of business operations Is the training specific or generic? Have the senior leadership team been briefed? Do they have a preference? Can financial resources be shared?

In my experience, as an HR professional, assessing needs goes beyond just identifying training gaps. I believe it's about understanding the unique context of each department. By conducting in-depth interviews and surveys, I’ve found that uncovering the root causes behind training requests often reveals surprising commonalities. This holistic approach ensures that training programs are not just relevant but also highly impactful, aligning with both HR and operational goals.

Un punto de referencia puede ser los resultados obtenidos en el periodo anterior. Las evaluaciones de lo equipos en cuanto a dominio de su función, objetivos cumplidos , desarrollo, etc. y cómo esto está impactando en lograr las metas. Tomando en cuenta lo anterior se puede construir un diagrama de impacto sobre afectación en la productividad, trabajo en equipo, colaboración, liderazgo, etc . Las decisiones se tomarán en consecuencia. Otra posible solución podría ser construir programas de capacitación en módulos donde, en temas generales podrían integrarse ambos equipos y continuar las áreas de especialidad por separado .

Understand Both Perspectives: HR Priorities: Typically focus on compliance, employee development, and enhancing workplace culture. Operations Priorities: Often center around efficiency, productivity, and meeting business targets. Identify Common Goals: Organizational Objectives: Start by aligning both teams’ priorities with the broader goals of the organization. Emphasize how training can support overall business success. Facilitate Open Communication: Regular Meetings: Schedule regular meetings with representatives from both HR and operations to discuss training needs and priorities. Transparent Dialogue: Encourage open and honest discussions about each team’s needs, constraints, and expectations.

All HR functions should support operations, and operations should be aligned with HR. If done right, the tactical and strategic pieces in every training should be able to cross between both.

Once specific needs are identified, the next step is to align these with broader organizational goals. Facilitating discussions between department heads to highlight how their training requirements intersect with the company's strategic plan is crucial. Emphasizing collaborative goal-setting and shared objectives can lead to more impactful training outcomes. When both teams see how their priorities contribute to the bigger picture, they are more likely to find common ground and support a unified training agenda. This alignment is often more seamless in smaller companies where People Operations and HR function as a single entity.

I think many times within organizations that we become separated by departments. What ours needs. What's best for our team. Our real team is the entire entire and our customers. When I worked at Bloomin Brands, Trudy Cooper was very passionate about our "Fun Committee ", later changed to our "'Culture Club" to ensure that the Credco of the culture was never forgotten. We need to remind ourselves that it's not our team/departments vs. the others. As a company we need interdepartmental corporation to achieve goals. We may each need to give a little. But it'll be worth it in the end.

Desarrollar plan de trabajo con puntos de intersección en donde, a través de la colaboración y el trabajo conjunto se construyan resúltales y mejoras para ambas partes . Esto dará lugar a programas en donde se involucren y beneficien ambas area a partir del trabajo eficiente de equipos. Algunos temas que pueden compartir: formación y desarrollo personal, tendencias de aprendizaje, programas tecnológicos, el impacto de la IA y el trabajo colaborativo, por mencionar algunos .

Creating synergy between HR and operations involves designing training programs that serve dual purposes. For instance, a course on communication skills can enhance team collaboration (a typical HR focus) and improve project management efficiency (an operations priority). Encouraging both departments to consider how a blended approach to training can address multiple objectives is essential. Developing cross-functional initiatives that bind HR and operations together fosters a culture of cooperation and demonstrates the interconnectedness of their roles. By working together effectively and aligning strategies, we can develop integrative and beneficial training initiatives for all parties involved.

I've worked on projects were entire departments were left out of the loop entirely until it finally impacted them. What a horrible feeling and dynamic to deal with. It's always better to have disclosure and buy in from other departments before they're impacted and to hear their feedback. While not everyone can always have exactly what they want or desire...feeling heard and that other know the impact that changes has on your team goes a long way. The main thing is that C levels down make clear the goal and reenforce what they desire so that management below joins in the collaborative goal.

When navigating the differing training priorities of HR and operations teams, start by thoroughly assessing the unique needs of each department. Engage with team leaders to understand their specific skills gaps and long-term objectives. This isn't just about listing desired training topics; it's about understanding the underlying business needs that each program aims to address. Align these needs with the broader organizational goals and create training programs that serve dual purposes. For instance, a course on communication skills can improve both team collaboration and project management efficiency. Involve stakeholders from both sides in the training development process to ensure buy-in and leverage diverse expertise.

Start with what we call the Talent Common Denominator. Find the foundational and transferable skills that apply to everyone and start with that. Make it fun. Make it impactful. Make it grounded in their day to day jobs. Have them all learn on the same level and great things will follow.

Los puntos en común de la formación y capacitación entre operaciones y RRHH se encuentran en que para recursos humanos el área de Formación el cliente es la jefatura superior que tienen la necesidad de cubrir un puesto en alguna función para poder cumplir con su objetivo estratégico de área. Mientras RRHH debe levantar junto con el demandante la necesidad del perfil del puesto o cargo para buscar el candidato e identificar las competencias cardinales (valores de la empresa), competencias Gerenciales y competencias genéricas. Este método coordinado entre ambos organismos asegura el éxito de la contratación de un puesto y cargo en una organización.

I tend to agree with Jennifer, however I also understand the demand that “pop-up” new initiative can place on the business and that sometimes, you must take pretty drastic measures to satisfy a client, execute a launch on-time, meet legal guidelines and so much more. The great part is, there are “happy mediums”: 1) Set the expectation: It all begins in the Sourcing, Recruiting & Hiring process! From the job description to the application process to the interviews and finally, the offer, there is every reason to set the genuine stage with the candidate as to what types of challenges they may face in this role! In the interview, take a portion to role play it out or present a scenario question that will give you an idea how the (next)