Supporting learning in a hybrid workforce

This article is the first edition of a 5 article series that focuses on the key challenges that have been identified as L&Ds greatest challenges.

Prior to Learning Live 2022, 700 heads of L&D were surveyed by The LPI (Learning and Performance Institute) This data identified the 5 key challenges that face L&D right now.

They are:

• Supporting learning in a hybrid workforce
• Learning in the flow of work
• Scaling L&D
• Measuring ROI and learning impact
• Building a learning culture

Throughout this week, I will be releasing a special article on each of the topics.

So, to begin "Supporting learning in a hybrid workforce"

This an interesting one for me because I feel that a lot of the slight hysteria around the hybrid workforce is a bit misplaced when it comes to learning and development.

Learning has been ahead of the curve, eLearning has been around for decades, employees are increasingly learning in the flow of work, and using microlearning online to help them with day-to-day tasks.

Making time for training is a luxury and getting everyone’s schedules coordinated is a logistical nightmare for even one day of in-class training.

The key challenge for learning in a hybrid workplace is not the delivery of learning itself but taking on the challenge of training employees. Especially managers on how to successfully work together in this environment.

Managing people remotely requires new tactics, and I would argue a higher calibre of manager. If your management technique relied on micro manging people by standing over them this wasn’t great to begin with, and really won’t work if more than half your team are operating remotely.

Your management team is key to creating a consistent experience across (and among) teams. The success of your organisation depends on them, so prioritise their training accordingly.

Hybrid working also cuts down on many of the softer feedback managers get, you don’t necessarily get an atmosphere of discontent, or hear the grumblings around the water cooler. So now, more than ever, you need to listen to your employees and be proactive about asking for feedback and when you get the feedback back sure that there is a process in place for acting on it.

Process is so important for managing a hybrid workplace, informal structures and expectations need to be formalised, again creating consistency. This makes people clear about what the expectations are around performance.

Obviously, a change in work environment doesn’t mean that your quality of service or delivery goes out of the window, but you might find yourself having to reinstate the obvious!

Creating a set of standards that outline clear responsibilities builds trust, regardless of how an employee is working they know what is expected of them. It is even more important when onboarding or upskilling employees.

If we are not physically in the place of work new employees can miss out on learning through observation and miss valuable insights about how things work in a company. Employees wanting to upskill can miss out on in-person mentoring or even just seeing opportunities to put themselves forward for new challenges.

Seasoned employees with years of experience may quite happily get on with the work with minimum intervention but may start to feel disengaged from the organisation.

The key to success is to get over the hang-up of where we work and concentrate on building a learning community in your organisation that delivers consistently wherever people are. It should provide opportunities for community, mentorship, and discussion online. ?Your learning and development should reinforce your business objectives, set standards, make improvements and allow for feedback.

Working remotely doesn’t mean being remote. Also, with hybrid the clue is in the name, in-person meeting has not disappeared completely as you will see at Learning Live!

The hybrid workforce has many benefits, but it does require thought and strategy to get it right. You can successfully build a great working culture, but you can’t just bring everyone into the office every day and hope the culture grows organically like a giant petri dish! But this can be better, more intentional, more strategic, and also more accessible for all employees. The 9-5 office life doesn’t suit a lot of people, a more flexible approach will make companies more appealing and help them attract a more diverse range of employees.

A culture of curiosity, community and innovation can be built by good, well-trained leaders and with the right planning and processes in place, it won’t matter if your people are sitting in front or 500 miles away.

It is a challenge, but one that L&D can deliver!

Thanks,

If you are attending learning live this year, then don't forget to register your interest in our panel discussion - "Talent Wars: How your L&D strategy can attract and retain talent in a competitive market"

Register your interest here

Nick