Many organizations like Boeing and Apple already rely on challenge-based learning to train and develop their workforces. And with the steady pace of advanced technological innovation and automation in the workplace, other organizations are also beginning to implement this type of learning for their employees.
One skill any great HR and people ops leader should have is being able to roll out information in a way that people notice it, remember it, and apply it. In the world of cognitive psychology, we call these attention, retention, and transfer skills.
It’s hard enough finding new employees with the potential to excel in an organization’s work environment. But on top of the basic recruitment, employees also need to be trained and kept engaged to ensure they can perform to their full ability—and that they will remain productive.
According to Gallup research, only 13% of employees worldwide are engaged at work, and just 33% of employed residents in the United States are engaged. So, it’s no wonder that organizations of all shapes and sizes are becoming more preoccupied with keeping their employees engaged in the modern-day workforce.
Cross-training employees is a great and more cost-effective way to upskill your current workforce, as well as keep your workers engaged and more likely to remain at your organization long term. But how should HR and learning and development (L&D) professionals go about building their pipelines for their cross-training programs and initiatives?
Millennials are now the largest generation in the U.S. workforce. And personalized onboarding training is becoming critical to keeping them engaged and retained long term.
Healthy competition in the workplace can increase productivity and encourage innovative thinking. However, a critical aspect of sustaining an optimal work environment is to focus on creating collaborative learning opportunities that employees actually seek out and enjoy.
Although many organizations struggle with giving employees enough opportunities for learning and development, there are problems on the other side of the coin, as well.
Training and development are key to success in a postindustrial economy, i.e., one that is more focused on providing services than producing goods and services. In an industrial economy, of course, it’s important for employees to be trained.
It’s rare for a company to find the “perfect” fit for an open position. Even employees with excellent education and experience might not be experts in the industry, lack alignment with the company’s core values and mission, or have underdeveloped soft skills. Now imagine these potential gaps spreading through the entire organization.