Feature insight - staff development
Staff development
Jerome Smail, freelance journalist, uncovers and conveys the views and guidance of industry luminaries
T he hiring process is crucial to finding the right talent, but the journey doesn’t end there. No matter how competent, skilled or experienced your new recruits are, there is always room for development. What’s more, workplace learning is crucial for ensuring staff at every level fulfil their potential. Offering a worthwhile and robust workplace training programme brings other benefits to both employee and employer, too; according to LinkedIn research, workers who receive opportunities to learn on the job are 47% less likely to be stressed, 39% more likely to feel productive and successful, 23% more ready to take on additional responsibilities, and 21% more likely to feel confident and happy. However, analysis of ONS (Office for National Statistics) labour statistics has found that lower-skilled office workers are not being offered training opportunities of those higher up their organisation. This is not only limiting their earnings, but also means they are not reaching their full
potential, stifling productivity, and find they can only go so far in their career. “Although many organisations declare their people are their most important asset, they don’t always follow this up by assigning funds to develop their human capital,” says Glynn Roberts, managing director of training organisation Global Knowledge. “However, when not nurtured, people’s skills depreciate and organisations can find that, without the prospect of training and career development, their staff take their skills and experience elsewhere.” Lack of available inhouse talent has serious consequences on a business’s effectiveness, says Roberts, citing increasing stress on employees, resulting in missed project goals. “Workload is often used as the reason why training isn’t authorised” he explains, “as some managers think they can’t afford to have employees away from their desks taking a course. But productivity lost due to skills gaps costs their employees between three and eight hours per week.”
It’s clear, then, that workplace education is an essential component of an effective organisation. So, what makes a good programme for staff development? Dr Sue Smith, CIPP education director, believes that accessibility is key. She says: “Many of our students are full-time practitioners and have other personal commitments, so time and cost are big considerations. We try to make learning accessible by using more electronic platforms and resources and by offering multiple opportunities to learn, not just classrooms.” According to Mark Judd, vice president, HCM product strategy, EMEA at Workday, business leaders need to get ‘personal’ to maximise the effectiveness of workforce learning and development. “Rather than a ‘collective’ approach to training, employees want personalised recommendations that take into account their position in the company, and connect them to opportunities to hone their expertise” he says. Dr Smith believes organisations should look to lead by example and have sound role models in place for their staff to aspire to. “Staff at different levels require different aspects” she explains. “Operational staff might require more technical skills and managers might
...not only limiting their earnings, but also means they are not reaching their full potential...
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| Professional in Payroll, Pensions and Reward |
Issue 55 | November 2019
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