If you ask any HR professional about the strategic goals for the coming year, chances are that hip terms like employer branding, sustainable employability and HR analytics fly around your ears. True, these are all important themes, and it's no coincidence that we've written blogs about them before.
But be careful not to get too bogged down in aerial cycling. All those great theories must work! Too often, the most beautiful ideas and project plans end up in the bottom of a drawer, because in practice, no one knows what to do with them. There is only one way to prevent such an inglorious retreat. That is to ensure that your employees have the right skills in-house.
There is a clear difference between knowledge development and skill development. Where knowledge development focuses on getting new information, ideas and facts, skill development focuses on applying knowledge, carrying out tasks and solving problems. Both processes of learning complement each other.
An example? Learning the traffic rules is clearly a matter of knowledge development. Learning to drive is developing skills. In short: knowledge is what you know. Skills are what you can do with what you know. And one cannot exist without the other.
Skill development is therefore not only fun as a goal in your annual report. It is simply desperately needed. IT and other technologies are changing rapidly, functions are evolving, and what works today may be obsolete tomorrow. If you give your employees the opportunity to continue to learn both theoretically and practically, your organisation has an important advantage over companies that continue to thrive.
See skills as the fuel for your organisation's innovation and adaptability. As employees continue to develop, your organisation can respond more quickly to new opportunities and challenges. Focusing on development increases engagement: people who feel they are growing are more motivated and loyal and are less likely to switch to another employer. Moreover, thanks to the right use of more advanced working methods and technology, everyone remains sustainably employable (hey, that's where we tackled such a cool goal!) and that makes a big difference in your absenteeism figures.
An online knowledge platform is ideal for easily finding information or refreshing knowledge. When setting it up, also take skill development into account: so don't get stuck in too theoretical knowledge, but above all, look at practice. Opt for microlearning: short, focused learning blocks that are easier to fit into busy working days and still provide good knowledge assurance.
Make learning as personal as possible, for example by adaptive learning, where the technology adapts to the employee's learning needs. Your knowledge platform also provides interesting dates: useful for measuring the effect of your investments in knowledge and skill development and for timely adjustments to your teaching and training offerings.
Plan learning activities just as seriously as meetings or work meetings. Set aside time for your employees at least once a month in the agenda for training or knowledge sharing. And preferably just plan this during working hours: this significantly lowers the threshold for an employee to participate.
Some people like to sit in the classroom, while others prefer to learn from home at a time that suits them. Therefore, organise training courses, workshops, coaching and other development opportunities in various ways to develop the necessary skills.
Blended learning provides extra flexibility and with a good mix of digital education with learning in the workplace, you can reach a broad target group. Modular training allows you to meet individual needs even better. Preferably offer training courses at different times and levels. Do different nationalities work in the organisation? Then take into account the language level, or opt for lessons in different languages.
Let employees choose which skills they want to develop. For example, during an employee satisfaction survey (MTO in the corridors), ask them specifically what they encounter in practice and what their interests lie. Tailor your curriculum accordingly. This increases the motivation to learn and the relevance. Then you will get the most out of your investment.
By watching a 'trick' from experts with lots of experience in practice, you can learn a lot. One buddy is not only useful when onboarding. Even when learning new skills or starting a new position, it is smart to let an employee join an experienced colleague for a while.
If you want to tackle it even more thoroughly, or if it involves more complex matter, a more comprehensive one can mentorship program are a solution to provide employees with new expertise.
It should be clear: if you want to keep your organisation future-proof, developing skills is not an afterthought, but a strategic weapon. It's essential to turn ideas and projects into action and also keeps your employees on board. Do you have any specific questions, or do you just want to have a chat in this area? For example, with a non-binding demo, where you can get acquainted with the various options for your organisation or call +31 (20) 560 5001.
As an educational expert specialising in online learning, I have been writing blogs for Pluvo for 5 years. My focus is on powerful learning solutions for organisations. Universal Design for Learning and inclusive learning are my passion; I believe that education should be accessible and fun for everyone.
I've been combining my 35 years of HR experience with copywriting for over 15 years. And even then, I learn new things over and over again. That's what makes writing blogs for Pluvo so incredibly interesting!
