What are the best ways to train and develop your team during digital transformation?

One thing I’ve found helpful through the years is to address expectations transparently. It’s important the team understands and accepts the need for the change. If they “buy in” to the “need” then the change management effort will be easier. They also need to understand that the change process won’t necessarily be easy and the effort may be intense. Setting the proper expectations from the beginning is key.

Don't make it about Digital and partner closely with HR on people's development and future talents. But to be effective it must also come together with a review of the performance management and key success criterai and KPIs assigned to the leadership and management.

During digital transformation, effective training is key. Begin by assessing team skills and knowledge gaps. Offer tailored training programs focusing on new tech and tools. Use diverse methods like workshops, online courses, and mentorship. Encourage hands-on learning and provide resources for self-paced learning. Offer support and create a culture that values learning and experimentation. Feedback loops and regular assessments ensure ongoing development, aiding the team in adapting and excelling amidst digital changes.

In the topic "digital transformation", the main word at first is "Transformation". To transform you need to know what is your baseline and what is your objective. It implies having done the work of building up a vision (not only in digital area but by all aspects), plan, milestones. Then we have answered to the famous questions : Transform WHAT, WHO, WHY then HOW. Then among all this stuff, we need to see in what extent the digital side has to be transformed. The digital matter is a mean servicing the global vision and contributing to the objectives. These element of context are of most importance to avoid loosing the targets.

One helpful thing in assessing your team's needs is asking clarifying questions to determine the root cause of problems. Sometimes, you get more out of how your team responds than the answer to the question itself.

Für mich startet es mit der Digitalisierungsstrategie und nicht mit der Bedürfniserhebung. Zuerst brauche ich das klare Bild, wohin die Reise gehen soll. Welche digitalen Tools sollen verwendet werden? Wie sieht unser digitales Unternehmen aus? Welche F?higkeiten haben wir als digitales Unternehmen? Wie sieht das Verhalten aus? Entsprechend kann ich passende Schulungsziele und Entwicklungsziele ableiten.

Aujourd'hui, le premier point de contact se fait en ligne. Une compétence jadis valable durant toute votre carrière est aujourd'hui obsolète au bout de 18 mois. Anticiper les besoins de votre entreprise en matière de formation, de transmission des savoirs (faire et être) par la mise en place d'une Gestion Prévisionnelle des emplois et des Compétences vous permet à la fois de renforcer votre marque employeur tout en conservant l'expertise au sein de votre entreprise. Votre stratégie digitale est alignée avec les valeurs de votre entreprise et incarne ses valeurs.

Aligner la formation sur la stratégie digitale exige une vision claire. Déterminez des objectifs spécifiques et comment ils soutiennent la vision globale. Priorisez les compétences clés, comme la créativité numérique et l'analyse de données. Allouez ressources et temps pour des formations ciblées, incluant des ateliers pratiques et des projets pilotes pour encourager l'application immédiate des connaissances.

As well as listening to staff who will be trained alignment with digital strategy and goals will ensure that your training gains endorsement from stakeholders within the business. Too many great training programmes are delivered in isolation and ultimately fail because there is no buy in at a senior level.

Having a blend of Key performance indicators (KPIs) and objective and key results (OKRs) can help focus teams efforts. When setting OKRs I have found it useful to link them to the longer term milestones we are aiming to achieve. For example: Within 6 months X number of people will have completed the training and this will be evidence by an increase number of new project requests. Utilising KPIs to manage everyday performance helps focus on stable processes. Before improving anything ask if the process under control? If not this should always be the primary focus. When under control can you either improve the efficiency of the process or increase capacity to gain throughput? Make sure you know which measure to use in which circumstances.

Jedes Teammitglied steht an einem anderen Punkt, lernt anders und braucht gezielte Weiterentwicklung. Ein one-size-fits-all Schulungskonzept gibt es nicht. Auf Basis von Schulungszielen und Entwicklungszielen, kann nun nach passenden Experten gesucht werden. Wer kann diese Ziele mit dem Mitarbeitenden erreichen? Und welche Methode passt zu wem?

In a recent roll out of a digital tool we made sure to have a training lead who could do the job of the learners. This meant the trainer talked the language of the team receiving the change and made the training modules so much more purposeful. The learner were able to do their job on Day 1 of the change.

Adults learn in different ways. Some prefer to read, while others prefer videos. Some like classroom training whereas others prefer 1:1 coaching. The key to any training program (based on budget of course) is to create consistent content through as many different channels as possible. Options include: Classroom training, webinars (recorded), video content, job aids, 1:1 coaching, and other web based resources in order for the learner to absorb the training in the manner that suits their learning style the best.

Choisir des méthodes adaptées est crucial. Privilégiez les cours en ligne pour la flexibilité, et intégrez des webinaires pour l'interaction. Utilisez le coaching pour un suivi personnalisé. Ajoutez la gamification pour un apprentissage ludique et engageant. Encouragez l'apprentissage par les pairs pour renforcer la collaboration. Ainsi, chaque membre de l'équipe trouve sa voie dans la transformation numérique.

The training methodology must be tailored to the strengths and weakness of the assigned team. Some of the people gain more benefit from staff guided training while others are self motivated who can thrive in working on their training independently.

Nicht Teilnahmequoten oder Feedback auf ein Training z?hlen, sondern der Transfer und die Umsetzung im Tagesgesch?ft. Gute Trainings, die mit viel Interaktion und Show gemacht werden, bekommen schnell gutes Feedback, aber werden dann vielleicht nicht implementiert. Wer auf die Umsetzungsst?rke nach einer Schulungsma?nahme achtet, wird bessere Ergebnisse erzielen.

Before any training program is deployed, you must gain executive buy-in, especially as it relates to "how you will measure the success of the training program." When you ask most CEOs, they have a hard time answering this question. So the best thing any L&D professional can do is document and create a scorecard of the "before & after". What were the results before the training program was launched, and what were the results after the program was launched. Providing this level of detail to the C-Suite will ensure you are aligned and that the program succeeds.

Your work isn't over once the change is deployed! It's important to remain engaged and support the team as they adapt to the changes you've implemented. Here are some recommendations on how to successfully do this: - Have support and monitoring post go-live to help the team proactively address issues. I recommend at least one month of this. - Define success. Before deployment, you should be determining what success looks like. Once you have tangible measures in place, see how well you did against those. - Encourage employees. Throughout the change process you should be listening for pain points and understanding resistance to change. Once change is implemented, check in with impacted teams. See how they're doing and support them.

Le système d'amélioration continue d'une formation englobe aussi ses systèmes d'évaluation. A la fois les évaluations des compétences acquises au cours de la formation (examens) mais aussi évaluation de la valeur d'usage post formation. Le référentiel national qualité aide à mettre en oeuvre une telle démarche, mais ce n'est qu'une carte des bonnes pratiques. La vraie valeur repose sur un système d'amélioration continue propre à chaque aspect de la formation : avant (positionnement des candidats), pendant (retours sur les bonnes pratiques... et les moins bonnes), au cours des évaluations, et, enfin, après la sortie de formation (le suivi de la valeur d'usage).

In my experience you can survey the learners to get their person and you can also use the Hypercare period to see how well the change has embedded from the volume and typer of support tickets raised. This is also a learning opportunity for the training team to do more, adjust etc.

Helping each and every team member understand the role they play in the organization today and in the future is critical. This includes employees, consultants, contractors and managed service providers. Take the time to just say “thank you for your hard work” costs nothing but is priceless in terms of motivating the team. It is also critically important to have the right values in place when there are unexpected results. Learning from set backs and coaching people to do better is key while avoiding criticism and belittling of those who make honest mistakes. Learning on the job from these issues is where the most rapid growth typically occurs.

When the organization has an employee development and learning agenda there is a greater openness to change and lower resistance from the workforce to new digital capabilities and business models.

There are so many great sayings but my favorite is "Catch people doing something right." Praise in public and you will have an entire team aligned with the goals of the organization.

This is huge not only in business but in life. As we all know, we always hear the negatives about most things. In my early stages of management, I would tend to "assume the good will always be there" and key in on the negatives. The problem was I neglected my best workers doing this. It's imperative that your team always knows when they are doing good and bad!!!!

It’s also important to think of the others, not necessarily members of your team, who will also be affected by digital transformation. Are you working with Patient Partners? They will be affected, so will Porters, Volunteers, Carers etc. Digital exclusion will a real problem when it comes to safety of both staff and patients.

Make sure training is closely followed by fun, easy projects that allow people to practice and feel satisfaction. Intrinsic rewards can be powerful. Add people in the team that are passionate and have the skills that you want the team to develop. They will act as catalysts

The challenge with Digital Transformation is that there is no end. The technology landscape is evolving continuously, and leaders/managers must adapt to this. They must create time for their employees to continuously learn and adopt new technologies. Organizational productivity and competitveness will depend on this. Continuous learning and knowledge transfer programs are a must, and if employers don’t provide for this - employees will find other employers that will.

In my experience helping the team first visualise the “big picture” and “end game” is super important in a digital transformation. Secondly, the value created has to be effectively sold and the “what’s in it for me” articulated with concrete examples. Lastly, the skills and trainings need to be targeted, broken by bitsize coursework and contextual of the specific use cases to get team to see early wins for sustained improvement.

No one in the history of the world enjoys change. Soften the blow by first before any change strategy takes place make your people understand why digitisation is necessary and how it will ultimately benefit them and the organisation. Put them in control of their learning and reward them for progress and keep a scoreboard if possible. This will incentivise and add a fun factor.

Create a fun and engaging way for people to experience what the new digital ways of working will mean for them. And for the customers.