By now, you’ve probably spent some time drilling down in your organization’s staff satisfaction survey, or maybe you’ve bumped into an email or meeting related to that survey. If so, the results might be a little different than what you’d expected.
Perhaps we’re left with a Big Picture question to ask employees, “What’s been your experience with technology in our company?”
The relatively low levels of satisfaction we may see this way highlight a question we should be asking employees not only on satisfaction surveys, but during the career planning process.
Top Performers typically offer more than just a glance at employee satisfaction surveys. They go much deeper by explaining how those results relate to overall organisational performance and the company’s long-term growth.
From the top of the company to below the layers of the organisation, Top Performers not only communicate this, they consistently focus on building a culture of trust where employees feel heard, valued, and involved.
Doing this not only supports their goal of boosting workplace happiness and morale, but it also underscores the importance of technical excellence and innovation.
Ideally, all stakeholders throughout an organisation will participate in the conversation, offering their perspective and insights as well. A strong advisory board works just as hard to point toward the best future solution, as someone at the bottoms of the organization who simply hears about the issues. The alignment of all stakeholders’ thinking can help guide the entire organization.
Toward that end, here are four steps organizations can take to build successful employee learning and development programs, keeping three keys in mind.
Provide the clarity of purpose. This is always a starting point for any program—a framework around which it can be organized. This process must be automated, to prevent the gaps in company knowledge from creeping up and affecting top performance. Have clear and actionable messages about employees’ roles and responsibilities.
Measure effectiveness through time. Finally, measure how well the effort is paying off, and what difference it is making in the organisation’s long-term growth.
This goes hand-in-hand with knowing the strategies that impact morale and will help ensure the company’s long-term success.
Finally, measure how well the effort is paying off, and what difference it is making in the organization’s long-term growth. This goes hand-in-hand with knowing the strategies that impact morale and will help ensure the company’s long-term success. Support agency development, even if you aren’t a teacher.
This should extend across the entire organization, with supervisors and managers ensuring that all trainees have access to a variety of training. Whether it’s done at home or through the workplace, employees need to get the best tools possible.
Without such support, the learning process becomes a grind for a novice rather than an elegant process. Energize effective employees.
Finally, make sure employees know their roles and responsibilities so they are always confident and prepared to perform their tasks. Educating each person on their objectives can motivate them to excel in their role and its follow-up, but they must also be supported and encouraged. This is more than just stepping up on the side to support colleagues; it’s about a true collaboration between each employee and their direct manager to make their lives easier.
The goal of the learning and development process is to give employees information and training necessary to develop competencies that enable them to perform their jobs.
It’s all about gaining the necessary proficiency to adapt to the latest technology trends, to meet mission-critical demands, and to contribute to the organization’s growth. And how IT firms engage their employees and manage training should be just as important as results.
Training and development programs like our own help companies build an enduring culture of growth, while also building a team that continually shines on the industry’s most challenging projects.