Humans do not only have the instinctive urge to survive, but also to personally develop. After some primary pillars in the Maslow pyramid such as physical needs, safety, and social contact, development is still one of the most vital needs for humans. The question is not if we develop and what, but rather why do we develop.
Discovering why you as employees want to develop is important because it finds its origin in a need rather than a necessity. It comes forward from your motivation, identity, and attitude.
It would be a shame if employers fail to see an opportunity in this need. Training or educating your employees leads to motivated and more flexible personnel. But how do you train your personnel?
Talk to your employees! The need that has appeared is hard for you to fill out. Ask them what he or she wants to learn. It’s all about where you want to go. Training just to train is of no use at all. A training is a tool to reach a target. Define this target in advance by discussing the following things:
- The content of the training;
- Why this employee, in particular, will be following this training;
- Why this training is important for successfully carrying out his or her function, or why it contributes to this person or the organization’s ambitions.
- Whether or not the training affects a promotion or reward;
- Which concrete behavior or achievements you expect from your employee (SMART) after their participation in this training.
Followed a training, what now?
Training without assuring the results are ensured in the long term is a waste of time and money. Ensuring long-term results is at least as important as having a training. Below we have summed up some bullet points in how you can ease the ensuring process.
- Discuss the preparation of a training with your employee, preferably at least a week before the training with your employee, so he/she still has time to work this out. If more employees follow the same training, prepare them together by organizing a kick-off in which ambitions (including your organization’s ambitions), goals developing wishes and the ensuring. This saves a lot of time and stimulates mutual ‘cross-pollination’: How great is it if employees inspire each other and start their training more enthusiastic.
- Does the training consist of multiple training days? Make sure to ask about the training in between these days. The easiest question is ‘how was your training?’ A better question would be, ‘what did you learn?’.
- Discuss the personal plans afterward and make it even more concrete. ‘Creating consciousness of how I come across’ or ‘applying the question techniques in every conversation’ are no concrete plans. Make sure the employee describes how he or she will work with the new information. For instance: ‘I will write down every possible question and use one question technique in every conversation. I will discuss this with my coach weekly.’
Earlier, HR strategist wrote about how training and learning & development can contribute to an employees engagement, interactivity, and innovative ability.
Personal development begins in the onboarding phase
The moment to discuss the employee’s personal development begins in the job interview. It can be a bad perk for your organization if employees are not able to focus on their ambitions. Do they get a personal budget? Do your employees follow training occasionally? What does the preferred career path of this candidate look like? Once this candidate is on-board, you have to live up to the discussed terms. During the onboarding phase, which starts before the first workday (the so-called pre-boarding) and takes about 90 workdays. In our eyes, functional onboarding does not stop until this person leaves the organization. Attracting, engaging and keeping one engaged. Development is an important player in this set-up.
What is Pieterman & Appical’s approach?
Earlier we wrote a blog about how to reach a ‘rockstar’ sales team in five steps. Various customers design their pre- and onboarding platform in a way so that by ‘contextual tagging’ a special module can be created for team sales for example. Often the organization’s story works for everyone, yet they have had other needs in the first weeks than team marketing of team product. Which tooling do they work with? How does this process go? What do and don’t they do in the communication towards customers, who are my new sales colleagues and in which topics can I follow training? In other words: Which KPI’s do we have as person and as a team and how are we reaching these? We can choose to add an onboarding or continuous learning phase in collaboration with a training by Pieterman.
This is a duo blog post written by Malique from Appical and Morvann from Pieterman.