How can you create a team learning plan?

Two important recommendations before you start. First, avoid focusing on your own needs as that can bias your perception and understanding of the needs of others. If we assume that we know our team’s needs or the gaps in their knowledge, that can distort the document. Acknowledging that you also need to be open to learn and listen to your peers is an important first step to produce a useful team learning plan. A second recommendation is to be open to adjusting this document as time passes. Changes in technology, generational interests, customer preferences, etc. require that we, as leaders, revise the document from time to time. Not following these recommendations can result in hours of work invested in a document that will not be utilized.

One thing I learned from my experience is that you have to be open to suggestions and ideas; and be sensitive about your teammates feelings.

Relevant tools to align your team's learning goals include the Key Performance Indicators and the Balance Scorecard. Although many relate these tools with producing results such us profits, cost reductions, or efficiency, they are also useful to control for learning achievements. For instance, some companies use Digital Badges, certifications, or accreditations as part of the demands for employees to continue in their roles or get promoted. Since employees need to dedicate time to get such badges, including them in the annual measurements guarantee that the company is supporting their professional growth. In other words, creating SMART goals needs to be complemented with recognition and accountability of those who accomplish them.

Your team's learning preferences need to be combined with opportunities to practice what they learn. People’s interest in learning is correlated to their interest in growing professionally. Offering training makes some companies nervous about employees being tempted to leave the workplace for better opportunities. However, if leaders combine learning opportunities with other retention strategies such as internal internships, employees become more engaged in the learning plan and loyal to the organization. Giving employees a chance to step out of their jobs on a short rotation can reinforce the learning plan goals: they learn by doing, test their capacities, and get a preview of their potential in different positions within the organization.

If the learning plan focusses on professionals who can be empowered in the job setting, they might be more receptive to asynchronous plans for learning. Although it should be clear that the idea is not to spend time outside the working hours, they can be better at prioritizing their time allocation during the week. Also, allowing them to work in teams can help them organize their schedule to meet with peers and commit to completing the assignments. On the other hand, if the team is comprised of people who need more guidance, a clear schedule and definition of learning goals per week might be useful to follow up on their performance. This needs to be accompanied by a control board that the leader can use to supervise the team’s progress.

As part of the implementation strategy, organizations can create a mentoring program in which certain individuals with expertise (not necessarily in leadership positions) can guide, advise, and supervise the learning process of some teams or members. During the process, those following the learning plan can easily solve questions, ask for feedback, and be recognized. Centralizing the control over the learning plan implementation can be too ambitious and reduce the interest of the learners in the process. Making sure that people are available to encourage and support the process for the learners, expands the positive impact of the experience. Also, those supervising can identify potential improvement in the implementation strategy overtime.

The review process depends on the type of training. If the skills acquired are to be used immediately in the front line of the organization, then the impact must be measured by variables such as customer satisfaction, time reduction, problem solution rates, etc. If the learning plan aimed for improving managerial skills, the review requires longer-term observation. For instance, if the learning plan focused on improving leadership abilities such as communication, active listening, and team building, its impact and effectiveness can be measured in terms of changes in the person's subordinate’s behavior, performance, and collective effectiveness. It takes time to transform leadership lessons into habits that modify people's behavior for good.

Let's not forget that organizations are learning entities where people acquire new knowledge through observation of others' behaviors, actions, values, and habits. Although we can't measure all the knowledge that happens around the organization, it is important to identify learning gaps. Activities such as coaching and leading by example can facilitate learning processes within the organization and contribute to the accomplishment of the vision and mission. Be always aware of the many ways people can learn and make sure you offer your organization many sources and formats of knowledge acquisition. When the team's learning plan is part of the organization's culture, learning becomes an organizational long term habit.