What You Don't Know Can...

In my last article I shared an example of information which helped me to avoid the skills trap of developing unnecessary training, but the truth is I got lucky. I didn't know enough to ask those questions at the time and could have easily proceeded to skill solution development.

And even if I had asked the "expiration date" question, the answer of three years wouldn't have dissuaded me from doing a deep dive into a full skill solution. It wasn't until all the information came out and an honest conversation with the leaders that the job aide was the agreed upon solution.

But the expiration date is the type of conversation, the information, that I rarely see in the skills driven conversations, webinars, and articles out there so let's talk about some of the other "crazy" that can impact your skills initiatives; a humorous take as we need a little fun now and then.

The Unseen Frenemy

Technology is like that friend who insists on upgrading their phone every six months and makes your perfectly good phone look like a relic. You just completed a new software system training for 1300 people when—surprise! —there were some changes to processes adding another five weeks to design, develop and deliver. Question prompt: Do we know of any upcoming changes to the technology used in the workflow for this skill?

The Wild Rollercoaster

Just when you think you’ve nailed down the essential skills for your industry, the market pulls a fast one on you. Remember that time you trained everyone on the new regulations, only for the regulations to change? The market is as predictable as a cat on catnip. One minute you need experts in blockchain, the next you need gurus in quantum computing. Question prompt: Do we know of any regulation policies or changes that might impact this skill initiative?

The Economic Earthquake

The economy has a way of shaking things up. During recessions, companies may shift focus to cost-saving measures, impacting the relevance of skills related to growth and expansion. It’s like learning to juggle while riding a unicycle—on a tightrope. Question prompt: Do we know of any economic indicators that might impact this skills initiative?

The Internal Tsunami

Organizational changes come at you like an unexpected plot twist in House of Dragon; did anyone expect new dragon riders? One day you’re expanding, the next you’re consolidating and don't get me started on how a new leader can bring different priorities impacting which skills are valued and which are expiring. Question prompt: Do we anticipate any leadership, culture or other organizational changes that might impact this skills initiative?

The Generational Gauntlet

Your workforce is a melting pot of generations, each with their unique quirks in working practices and expectations. It's like making the perfect gumbo, leaving it out, and each person who comes by and tastes it adds something different to it. Question prompt: None really, you're going to have to do some research on this topic to make your plans.

The Never-Ending Cycle

The only constant is change, and the only feedback is… more feedback. Conducting regular continuous learning and performance improvement assessments, utilizing data analytics, and soliciting feedback can highlight areas that need updating or revamping. It’s like a never-ending game of “Are we there yet?” Question prompt: What is or current feedback model and frequency and can it be changed to reflect the new way of work?

The Corporate Tightrope Walk

Aligning training programs with corporate strategy is as easy as herding cats. Today’s strategic goal is tomorrow’s outdated vision. Keeping up is like running on one of those treadmill programs that changes the speed and/or incline on a moment's notice and the reality is your work is more often aligned with departmental/divisional strategies aligned to organizational strategies. Question prompt: Do we anticipate any strategic changes that might impact this skills initiative?

Avoid the Skill Trap

• Don't get caught in the trap of creating an overly complex skill architecture. I've just listed seven impacts that could happen that will ruin your plans. The questions above along with which skills are being eliminated, which are changing, and what are the future skills needed and what does that journey look like for employees should help you get started.
• Don't immediately go to formal learning solutions. First, there is research that indicates only 5-20% of formal learning transfers to skill application on-the-job. Second, the last thing you want is to spend months building a skills training program and any of the impacts mentioned above to happen before you are done; sometimes the best you should do is a continuously improving job aide with Lean Startup as your guide (build-measure-learn).
• Avoid the pitfall of assuming one training program fits all. It's like giving everyone the same size shoes—some will be too tight, others too loose, and only a few just right. And speaking of shoes, make sure they are right for their use. I don't think you want to go on a 5-mile run in your best dress shoes or heals; work context matters when it comes to skill-driven planning.

One more thing...

What's the Weight

Ever hear of weighted values? In our world it's the value the leader places on skill learning, skill applications, capability and competency. For instance, if competency is weighted at 70%, and skill learning, skill application and capability are at 10% each, then you know what is valuable to the leader and where your solution focus should be; more on this in my upcoming article in Spark Magazine from the Leonardo Institute

As corporate learning leaders, recognizing that our skill initiatives have expiration dates is the first step toward sanity. By understanding and embracing the temporary nature of this work, we can design structures and solutions that not only meet current needs but are also adaptable for the future.

Embrace the constant change, stay agile, and keep a sense of humor. Because if there’s one thing that never goes stale, it’s the need for a good laugh. Thanks for reading, until next time...