Making training part of the corporate development culture
Posted: Thu Jan 23, 2025 8:24 am
Training does not eliminate the need for proper team composition. It is impossible to achieve the same level of knowledge for everyone, but teams can be grouped so that the strengths of some employees compensate for the shortcomings of others. In addition, such a placement allows specialists to learn from each other.
Training will be effective only if the business builds a full-fledged development culture based on the principles of:
Training must be systematic and tied to specific business goals: the china telegram database manager and, most importantly, the employee himself must understand what the training is for.
It is important to focus the educational process on specific point skills: to teach what employees need here and now to solve urgent problems. When we work with corporate clients in the company, we first analyze the current situation: we identify which business needs can be met through training in the near future, and which require a longer period. Based on the results, we formulate proposals for employee development. Training can be continuous, but at the start it is important to determine which skills should be paid attention to first, and which can be left for improvement in the future.
Testing should check the compliance of skills with specific goals, and not the abstract level of employee abilities. It is very important here that testing is not tied to financial motivation - promotion, bonus, etc. - this prevents an objective assessment of the team's level of competence. But it is even more important to cultivate a culture of trust and a culture of error in the company. Employees should enter the educational process not from the point of "fear for their place" and impostor syndrome, but from the point of "growth" and inspiration for new goals.
Training should be integrated into the work process, rather than “tearing” the employee out of it. In educational approaches, an asynchronous format, micro-learning, and practice-oriented tasks are important, which allow the employee to study a little every day and immediately apply new skills in work tasks.
Training will be effective only if the business builds a full-fledged development culture based on the principles of:
Training must be systematic and tied to specific business goals: the china telegram database manager and, most importantly, the employee himself must understand what the training is for.
It is important to focus the educational process on specific point skills: to teach what employees need here and now to solve urgent problems. When we work with corporate clients in the company, we first analyze the current situation: we identify which business needs can be met through training in the near future, and which require a longer period. Based on the results, we formulate proposals for employee development. Training can be continuous, but at the start it is important to determine which skills should be paid attention to first, and which can be left for improvement in the future.
Testing should check the compliance of skills with specific goals, and not the abstract level of employee abilities. It is very important here that testing is not tied to financial motivation - promotion, bonus, etc. - this prevents an objective assessment of the team's level of competence. But it is even more important to cultivate a culture of trust and a culture of error in the company. Employees should enter the educational process not from the point of "fear for their place" and impostor syndrome, but from the point of "growth" and inspiration for new goals.
Training should be integrated into the work process, rather than “tearing” the employee out of it. In educational approaches, an asynchronous format, micro-learning, and practice-oriented tasks are important, which allow the employee to study a little every day and immediately apply new skills in work tasks.