Your company is agile. Your work is mobile. How about your training?
Training has always been a challenge to organisations. There are numerous trainings, training institutions and training formats. However, these need tailoring to individual needs but also match an organisation’s objectives and strategy. Especially now organisations are moving towards agile organisation methods. As a result, training seems a Dark Art to some.
On top of that, work is changing dramatically with co-workers being able to work anywhere, anytime on any device. We purposely use the term ‘co-worker’ and not ’employee’. The legal and emotional tie of people to an organisation is shifting towards more and more project-based work executed by contractors based on an agile team-based work model. Typically, an organisation does not include contractors in its training programme. How is that for improving engagement?
We come across many different organisations with a wide variety of training requests. There are lots of different ways of organising and managing training for co-workers.
We see all powerful HR departments that are in complete charge of training. Or organisations where department heads are leading (often supported by HR). We also meet companies where branch offices and departments get a training budget and can do with it what they want. Or businesses that hire training institutions or consultants to deliver a training programme. We also meet organisations where they realise they should step up their training efforts but have no idea where to begin.
The key training questions are always: WHAT & HOW?
Normally, you start with WHAT? At DuoTrainin, we take a different viewpoint: we start with HOW?
The main reason is today’s dispersed workforce. The people forming an organisation are no longer found in one location. They can’t even be found in the same location every day. This is part of being agile. Training however, is often still bound to a physical location. As a result, people perceive training as a burden that is taking productive time from work.
Another example is factory or shopfront workers who learn mostly on the job. But what about statutory and vocational compulsory testing? These workers have no access to a computer during working hours. Taking them out of production for training or testing is a huge additional cost of training that many organisations cannot incur.
The delivery of the training should be a key decision criterion.
Secondly, the effects of training are difficult to measure. Once the training is over, people tend to fall back in their old routine after the initial enthusiasm has floated away. The result of a training should be the application of the acquired knowledge on the job and getting new ideas. Thinking outside of the box to improve productivity, to improve individual performance and the performance of the organisation as a whole are all part of becoming agile.
What is needed to achieve this is ongoing access to the learning material and continuous availability regardless of physical location or people (read: trainers/educators). People should be enabled to retain and maintain their knowledge to lead to continuous improvement. The continuous availability of the training should be the second part of the delivery decision. Agile training, so to speak.
The WHAT? should be a holistic approach, starting with an integrated approach to training inspired by the vision, mission and strategy of an organisation. And not to forget, its training budget. In combination with a thorough individual analysis of its workforce, leading to a personalised training plan and annual course catalogue.
These training questions can be answered
Wouldn’t it be great to have a system that would support both the HOW? and the WHAT? Imagine setting up an individual training programme as part of your talent development efforts. With the availability of an online catalogue of trainings that can be done anytime, anywhere, on any device for any period of time? Including testing, feedback forms and corporate compliance documents? That would be open all year for the co-workers so they can always go back to not forget and learn more? That automatically generates the budgeted costs of this person’s training programme. Costs that can next be aggregated to automatically generate the branches’, departments’ and entire organisation’s training budget for the next year. That serves as a base for the cash outflow planning throughout the year?
For those who still think this does not exists: think again. You can start today with your learning organisation!