What are some innovative ways to align retention programs with training and development goals?

First Important things we should highlight our company culture, best policies and employee benefits, awards and recognition and training and development programs, sports and time to time outing it will help in reducing the stress of employees, this way we can attract and retain talent.

Recognize,appreciate employee's contributions. Encourage to set personal&professional goals,linking their growth with company's success.This motivation will drive continuous learning&development.Timely recognition enhances the impact-demonstrates a genuine appreciation for employees' efforts.Recognize importance of work-life balance,integrate into retention programs.Offer wellness programs,to ensure employees can manage professional&personal lives effectively. Include team-building activities,mindfulness sessions.Creating a positive,engaging environment contributes to overall job satisfaction& retention. Incorporating activities regularly-skill-building workshops,team challenges,social events,contribute to a vibrant workplace culture.

Para reten??o de talentos é importante que haja aproxima??o dos valores pessoais dos profissionais com os da cultura da organiza??o, etapa que inicia no recrutamento e sele??o. Além do cuidado na atra??o do talento, é preciso que no desenvolvimento dos profissionais, os programas de engajamento tragam clareza a respeito do propósito da existência da organiza??o. Necessário que os programas conectem os profissionais participantes com algo maior que os próprios interesses individuais deles. S?o tendências dos programas de reten??o: Educa??o e aprendizagem contínuas (utilizando e ampliando canais digitais), a diversidade e inclus?o, condu??o de programas de responsabilidade social e sustentabilidade.

Para se fazer com que os colaboradores permane?am na empresa, precisa-se compreender de forma aprofundada a identidade da empresa (miss?o, vis?o e valores e propósito) assim como a identidade das pessoas que fazem parte da empresa e compreender se os valores comungam. Entender que a identidade deve ser praticada dia a dia para que o público interno internalize e consiga identificar claramente que aquilo que existe na teoria é verdadeiramente praticado por todos. Dos executivos aos cargos de nível mais operacional.

As they all say : Employee Retention starts from day 1, A powerful and impact full on-boarding reduces the chances of employee turnover by a huge %. - Practically speaking below are some simple yet important ways for aligning the Retention plans with L&D goals. - Have quiz's in the organization for know your product/ service - also known as knowledge nuggets. - Some techniques such as PechaKucha is also a great format for project reviews, presentations and internal meetings. But the real fun comes when you join one of the public events. It gives a platform to be heard and at the same time tests your presentation skills. - Coffee with CEO or any senior authority is another way where employees can give their insights - feel valued!

One thing I've found very important yet fundamental is defining COMPETENCIES for all the Roles. The Leaders need to practice these COMPETENCIES while hiring. If the desired Competencies are matched, then only you need to hire otherwise Retention becomes difficult as you would spend an enormous amount of TEM - Time, Energy & Money. Alignment of COMPETENCIES is important, as the Candidate comes with their own set of AKASH - Ambitions, Knowledge, Attitude, Skills & Habits and maneuvering them through L&D becomes a CHALLENGE. The PRESSURE builds up for the individuals, their supervisor & HR. The Competencies can only be developed if the candidate shows inclination. As Steven Covey had put it rightly – “Begin with the end in the mind.”

It’s not always about retaining people by using more money or power… the proverbial ‘carrot’… but it’s about understanding what motivates people? What do they care about? Do they want a job fueled by purpose? When creating retention programs, understanding that people are motivated by different things is critical.

A gest?o por competências é fundamental para liderar equipes multiprofissionais. Identificar e desenvolver novas habilidades no seu quadro de colaboradores automaticamente se converterá em inova??o, além de proporcionar a valoriza??o do funcionário. Porém n?o basta apenas fornecer o treinamento, é necessário estimular os profissionais a aplicarem este conhecimento em alguma tarefa do trabalho.

é fundamental implementar estratégias eficientes de gest?o de talentos. Isso inclui mapear as habilidades individuais, promover treinamentos direcionados para preencher as lacunas a serem desenvolvidas profissionalmente. Aproximar cada vez mais a comunica??o entre a lideran?a e o departamento de recursos humanos para estar direcionado junto aos objetivos e metas, e principalmente ao plano estratégico da organiza??o.

Any competency framework will fail to achieve the desired learning outcomes if it relies completely on the assessments. The majority of learning management systems use a blend of assessments to determine if a set of competencies has been acquired or not. Every organization should employ a robust evaluation mechanism to ensure the competencies are built by their employees. These evaluations can be in the form of one-on-one, through projects, or any other tangibly graded response.

Among others, creating a personalized learning option with a picture of growth opportunity would add so much value to the retention program any organization may have. Learning and development with a plan no where to go will eventually decrease the appetite to pursue L&D as well as push people to flee with the invested skill and knowledge.

Personalized learning paths align the training and development initiatives with the individual employee's interests, goals, and skill gaps. When employees feel that the learning content is relevant to their job roles and career aspirations, they are more likely to be engaged and motivated to learn and apply the knowledge gained. Providing flexibility and personalized learning paths offer flexibility in terms of learning pace and content selection. Employees can progress through the training materials at their own speed, ensuring they have enough time to grasp and internalize the concepts.

I am aligned with this idea. Based on my experience, the flexi learning approach allows for adaptable schedules whilst personalized learning tailors content to an individual’s pace, interests, and abilities, enhancing engagement and understanding.

Além de fornecer o treinamento é necessário acompanhar a jornada de desenvolvimento dos seus colaboradores, mesmo que haja flexibilidade para a realiza??o dos cursos. Estabelecer um período dedicado semanal para o cumprimento das horas, além de metas por período (ex bimestral, semestral) pode ser estratégico para acompanhar o desenvolvimento de equipes com um grande número de colaboradores.

in my current role, part of the job is to ensure my colleagues are properly trained. the method I use : set up a meeting with with them and see what are their goals and aspirations,then build a plan to guide them towards that goal. also,set up follow up meetings for debriefs and plan adjustments if needed. that way,the colleague has control over his training,and I can guide him towards it by coaching and mentoring.

The best way to retain employees is to ensure their development. When employees feel that their skills are being nurtured and developed, they are less likely to think of switching. But training programs must be designed in a way that it really fills up their gaps. General trainings for all is not going to work if the goal is retention. Customised training for different groups according to the need is a must. For this is happen, its very important to identify the challenges they face during their day to day job. Also proper time has to be allocated so that the trainings do not hamper their work life balance. Because trainings are meant to add value not something that they think as a burden. Or else it might lead to burnout.

I believe By weaving continuous learning into the fabric of your organizational culture, you can create an environment where employees feel empowered and motivated to continually improve their skills and knowledge, contributing to both individual and collective success.

One of the best ways to ensure your company fosters a culture of continuous learning is to ensure it from the very start. You might think - from onboarding. Let's establish it even earlier, from the first interview a candidate is having. To make sure your team is ready to learn, create a safe environment where it's okay to make mistakes. A manager should praise those trying to learn and do something new, even if it's currently outside of your scope - data shows that a creative learning process can increase productivity and show original ways of solving problems. Individual approach to learning is another vital point - as a lead, try to find out during 1-on-1 what is it that your teammate aspires to do.

Penso que uma forma de fomentar essa cultura de aprendizagem contínua é considerar as diferentes formas de se adquirir o conhecimento, já que cada um tem um método mais eficaz para aprender. Uns preferem o livro e cursos tradicionais, outros as ferramentas digitais como vídeo-aula, podcast ou online. Dessa forma, aumentamos o engajamento e estabelecemos uma cultura diversa, respeitando as individualidades.

Dado que cuanto más se intenta explicar o ense?ar algo, mejor se aprende, en mis capacitaciones en liderazgo suelo sugerir que se promueva el aprendizaje en los equipos a través de microconferencias en el que cada uno explique algún tema útil para el desempe?o laboral allí, al resto de los integrantes. De este modo también aumentan tanto el sentido de pertenencia como el "empowerment" y la autoeficacia.

Get it right from the day the new associate applies for the job. Application and interview processes, onboarding, and training are all key. Most employees will stay about three years and if you really want someone to stick around longer, offer options in benefits, schedules, and growth that they can see within a reasonable timeframe. No one falls for dangling carrots and long-term hoop-jumping. The want to know within the first 90 days that they are valued, in control, and empowered. Your employees are your priority, not your customer. If your employees are happy, your customers are happy. Associates want to feel that if they work at your company, they will have a better life.

A primeira oportunidade de reten??o de funcionários você verifica quando este colaborador tem brilho nos olhos! Assim fica muitos mais fácil reter mesmo, pois ele veste a camisa da empresa! Mas ao longo dos anos precisa ser verificado se o mesmo continua com o brilho nos olhos, pois tempos em tempos e necessário uma avalia??o completa e complexa, pois pode ocorrer deste mesmo colaborador ter seu brilho apagado pela contamina??o de outros que apenas cumprem tabela fazendo o mínimo do mínimo! A reten??o vem pela atitude e gerenciamento de bons profissionais que sabem reconhecer estes colaboradores no dia a dia!

Muitos possuem a compreens?o que o desenvolvimento de programas de reten??o é um dever apenas da área de Gest?o de Pessoas, quando na verdade a empresa n?o se faz só do RH, mas por todos que nelas est?o. Portanto, a cria??o de comitês com a participa??o de pessoas de outras áreas com diretrizes conduzidas pelo RH, mas com outros componentes / participa??es com percep??es maduras e assertivas possuindo um budget claro a ser trabalhado, enriquece a empresa e faz a empresa pensar de forma ampla e sistêmica em todos.

Incentive a participa??o ativa, buscando feedback, promovendo a co-cria??o de iniciativas e oferecendo oportunidades de desenvolvimento personalizadas. Cultivar um ambiente em que os colaboradores se sintam valorizados e parte integral do processo fortalece a conex?o e contribui significativamente para a reten??o de talentos.

Inclusion is the key! By involving employees, we tap into their insights, making retention initiatives more authentic and effective. It's a collaborative effort where everyone's voice matters, fostering a sense of ownership and connection. After all, the best retention solutions often come from those who live and breathe the workplace experience every day.

While planning the training materials, basics should be considered like the contents should be clearly divided into 1. Must know 2. Should know 3. Good to know And this has to be done for each role. For example some material may be must know for and engineer may not be necessary for a General Manager and vice versa. The must know part should be clearly defined for each role and conducted at priority. It is frustrating for an employee to manage a job for which she has not been trained properly or the work flow is not clearly defined leading to dissatisfaction.

Consider a "Knowledge Marketplace" where employees can exchange insights and skills, promoting a culture of continuous learning through peer-to-peer interactions. Develop a "Retention Passport" system, rewarding employees for completing various training milestones with exclusive access to company events or unique opportunities. Implement a "Reverse Mentoring" program, allowing junior employees to mentor senior staff on emerging trends and technologies, fostering a two-way learning dynamic. Explore "Microlearning Moments" by delivering bite-sized, relevant content at strategic intervals, promoting ongoing development without disrupting daily workflows.

No alcanza el intercambio “yo te doy la mitad de mi vida y vos me das dinero a cambio” sino que entran muchos más factores en juego para "retener" (o más bien fidelizar) a una persona. A esto se le llama “salario emocional”. Son los beneficios no económicos del trabajo que nos motivan y cambian nuestra percepción del trabajo. Para poder entender qué motiva a cada uno hay que preguntarlo. Te comparto 10 factores que componen el “salario emocional” para que los lleves a tu equipo: autonomía, pertenencia, creatividad, dirección, crecimiento personal, crecimiento profesional, propósito, inspiración, maestría y disfrute. ?Cómo sentís que estamos??Qué podríamos empezar a hacer o dejar de hacer para mejorar? Co-creemos estrategias con los equipos.

Aligning the rewards and recognition system to the training and development system can also build a culture that fosters personal development and improved retention. Employees who know and see that their efforts are being recognized and appreciated tend to stay longer while also giving the best of their potential to the organization through the knowledge they have acquired.

'Active Listening' and other 'Emotional Intelligence' workshops and coaching sessions should be invested in by the organizations. People connect with people other than the pay cheque. No one wants to leave people and leaders who genuinely care for them, who root for them, who listen to them and go to the lengths to support them. It is not rocket science, yet we are trying to make it like rocket science. We all are like children who need care, respect, and love from parents rather than just toys. Take this moment and ask yourself - Are you giving your employees care, respect or just toys?