Engage employees in learning and development

Citation

Honey, P. (2009), "Engage employees in learning and development", Strategic HR Review, Vol. 8 No. 2. https://doi.org/10.1108/shr.2009.37208bab.002

Engage employees in learning and development

Article Type: How to … From: Strategic HR Review, Volume 8, Issue 2

Practical advice for HR professionals

Peter HoneyChartered psychologist and specialist consultant in learning and behaviourMark MercerMark Mercer is a consultant at learning and development consultancy MaST International

Many employers rely on training to overcome recruitment difficulties so that existing staff can fill posts, or new staff, without all the necessary skills, can gain the relevant expertise to do the job. Most employers use training to help overcome skills shortages. But how can organizations ensure employees bring the skills back into the workplace?

A survey from learning development company, MaST International, reveals that less than half of employees surveyed actually put learning into practice through a specified action plan. In the current economic climate, HR needs to ensure that training activities really do add value to the bottom line, or risk having its budget cut. Here are five steps HR practitioners can take to ensure employees get the most from training:

1. Get buy-in from line managers

There needs to be a top-down approach to learning and development for it to be truly successful. Only when learning and development becomes part of the culture will employers and employees really get the most from learning activities. Managers need to understand the importance of learning and how it is aligned with business objectives for the strategy to turn into action and learning to begin.

The first step involves working with line managers to ensure they understand the benefit of training and are prepared to support their staff – giving employees the time they need to devote to learning activities. For employees to really feel engaged in learning activities they need support from managers, and managers need to help their staff identify their learning needs and understand how these are linked to wider business objectives.

2. Assess development needs

Sending a member of staff on a project management course who has already been on such a course, or sending someone who doesn’t need these skills, is a waste of time. No one wants to go on a training course for the sake of it. There must be a genuine need for the training and, for it to be really effective, employees must want to learn.

Managers should carry out regular development reviews or training needs analysis. These will enable them to match employee skills and competencies to those in the job role. It will also enable them to identify gaps, which will make it clear to employees why they need to go on training and that by gaining skills they are more likely to meet competencies and achieve performance objectives.

3. Set learning objectives

Understanding the need for learning is one thing but, for the organization and individual to really get the most from such activities, objectives need to be set. HR practitioners will often have clear business objectives and know what they want from training, but it is up to the individual to put the learning into action. So, in order to really get the most from training, it is important that managers give employees time to prepare. Managers and trainers should encourage participants to ask themselves “what do I want to achieve from this?” Reflecting back to their job specification and performance or development review should help employees determine what they want and need to learn.

4. Produce an action plan

Without structure, planning and transferring, learning outcomes are easily forgotten and mistakes can be made. So, it is important to encourage employees to produce an action plan. Starting the action plan before the training will get employees to think about their objectives and it will ensure that the training activities have much more purpose and, therefore, employees are likely to be more engaged. With a clear plan in place employees are likely to approach learning and development differently, with clear expectations about what they want from learning activities.

The action plan should also be updated after the training activity, because this will give employees the opportunity to reflect on what they have learnt and think about how they can apply it in line with their role and the wider business needs.

5. Share learning with colleagues

Getting employees to share their learning experiences with colleagues instils a learning culture. It will help them identify how they can use the learning in practice and may also result in colleagues taking something away to use themselves. Discussing the activity with others will really challenge employees to evaluate their learning activities and encourage them to think again about what they have learnt and how they can put this into action. In doing so, managers should help their staff find more opportunities to develop their role, and more opportunities to learn.

About the authors

Dr Peter Honey is a chartered psychologist and a specialist consultant in learning and behavior. He has worked for Ford Motor Company and British Airways and as a consultant to organizations such as the Bank of England, AstraZeneca, the Automobile Association, ICI and ICL. Peter Honey can be contacted at: info@peterhoney.com

Mark Mercer, MSc, is a consultant at learning and development consultancy MaST International. He is an experienced performance coach, team facilitator and personal development trainer. Prior to joining MaST he worked for seven years as a consultant to both business and sports organizations. Mark Mercer can be contacted at: learningsolutions@mast.co.uk