For human resources professionals, there are many things you simply have to get right in order to protect your organization, and recordkeeping is one of them. Employee files, also known as personnel files, are a key component of the recordkeeping process for any organization. They provide a written history of each employee’s tenure with an organization including important information such as pay increases, promotions, disciplinary action, etc. Additionally, there are several documents that are required to maintain HR compliance at the federal level in the United States. For example, check out the U.S. Department of Labor’s reference for federally required new employee documentation.
These documents and comprehensive files can be maintained physically on paper or digitally ideally using a defined data storage strategy supported by an organization’s IT department. Many employers utilize the U.S. Department of Labor’s digital data storage guidelines when developing a digital data storage strategy.
5 Most Commonly Missed Records in Employee Files
Out of all the documents required to be maintained in employee files, below are the five most commonly missed. Do you have these records in your employee files?
1. Pre-Hire Documents
Pre-hire documents include the employee’s resume and application, the signed offer letter or employment contract, a signed handbook acknowledgment, tax withholding forms, a signed code of conduct, and emergency contact information.
2. Wage and Salary Information
Wage and salary information include any increases given (e.g., merit, cost-of-living adjustment (COLA), or promotion-related increases), bonus information, and significant changes to an employee’s position relative to the Fair Labor Standards Act (FLSA) exemption status.
3. Performance Reviews
The performance review documentation that should be stored within an employee file may be a 30 or 90-day review or a signed copy of the employee’s quarterly/semi-annual/annual review. Follow your organization’s timeline and policies for performance reviews and ensure these are added to all employee files.
4. Disciplinary Action
Disciplinary action forms and performance improvement plans (PIPs) are key to maintaining a comprehensive and documented narrative for the employee’s performance. If for any reason an employee is terminated, it can provide information with the potential to protect an organization from litigation. Learn more about at-will employment termination risks and how to reduce your liability.
5. Training and Development
Training and Development documentation can include training plans or checklists, verification of federal or state-required training, as well as the employee’s attained certifications, degrees, and licenses.
How to Properly Store Employee Records
It’s important to understand and follow proper employee record storage procedures. For example, did you know it is recommended that the I-9 Form be stored separately from the employee files? According to the U.S. Citizenship and Immigration Services, I-9 Forms should be stored in a way that best fits your organization, yet is easily available for USCIS inspection. As a result, best practice leads to storing I-9s separately from other files.
Although there is some leeway with employee record storage, best practice is to maintain the following five separate sets of files:
Regardless of the storage process you choose, be sure to audit your employee files to ensure compliance. We recommend creating an employee file document list for new hires and ongoing employment by reviewing federal and state requirements, record retention guidelines (which can vary for federal contractors), benefit documentation, and organization-specific documents. This will provide a starting point to validate that your organization’s current files aren’t missing any key forms.
Thank you to Mary Mitchell, MBA, SPHR, SHRM-SCP, CHRS, Senior HR Business Advisor for contributing to this Emerging Issues in HR.
https://strategichrinc.com/wp-content/uploads/2021/02/WHEEL-IMAGE-Full-Wheel-Clark-Schaefer-Strategic-HR-2023.png450450Melinda Caninohttps://strategichrinc.com/wp-content/uploads/2023/11/LOGO-Clark-Schaefer-Strategic-HR-10-23.pngMelinda Canino2023-12-05 20:35:202023-12-05 20:43:39What Are The Top 5 Commonly Missed Records In Employee Files?
What is so significant about the term experience? Experience is how we remember life. An experience awakens the senses and, for better or worse, leaves a lasting impression. Often, those impressions are shared with others, especially with the ease of the Internet and social media. Driven by this, organizations today strive to leave a positive impression on the experience of customers, clients, and employees. For our purposes, we’re going to focus on how employers can significantly impact the employee experience.
We often hear, “Timing is everything.” So, when should you focus on the employee experience? Successful organizations are thinking about the employee experience along every phase of the employee life cycle. The good news is there are many new tools and technologies to help organizations build a unique and impactful employee experience, and one that remains tried and true is the use of assessments across the employee life cycle.
Below are five key points in the employee life cycle where the use of assessments can make a lasting impression on your employees and play an important role in your organization’s ability to attract, develop, and retain employees.
1. Enhancing Hiring Decisions
Let’s start at the beginning of the employee life cycle – recruitment. Assessments used in this stage, such as pre-screen questionnaires, can significantly enhance the accuracy and effectiveness of the hiring process.
Try using assessments in two ways – internally and externally. Before you begin sourcing or searching for candidates, consider using assessments to help internally benchmark what you’re looking for in the role, including the competencies required. Are there skills or traits your current team is missing, or are there different perspectives that could help create diversity of thought? Once you identify these measurable competencies, you can highlight them in your job ad.
When the external search begins, assessments can provide additional insights that screening and interviewing may not be able to. Plus, assessments can provide unbiased and data-driven results that traditional screening methods can’t.
Whether it’s cognitive, personality, or behavioral assessments, you can glean valuable insights into a variety of different competencies. This can help your organization minimize bias, reduce turnover, and hire candidates who are more likely to succeed.
2. Identifying and Developing Potential
After a successful hire, your focus should shift to engagement and retention. From our research findings of generational preferences in the workplace, we know that growth and development opportunities are among the top three reasons employees choose to join an organization. This presents a great opportunity to use assessments to help identify and develop an employee’s potential within your organization.
Don’t believe us? Consider Estée Lauder’s example as they embedded the CliftonStrengths assessment into their culture, processes, and key metrics. When employees understand their strengths and how to leverage them for themselves, their team, and the organization as a whole, it can be a powerful realization for employees and a winning combination for employers. For Estée Lauder, by identifying and cultivating individual strengths, employees felt valued, empowered, and motivated to do their best work, thereby leading the company to award-winning heights.
Today’s expected employee tenure is already short – a median of just over four years, according to the BLS. However, when organizations leverage assessments and subsequent reports to support the employee’s career path within the company, it allows the employee to pursue roles that are more aligned with their interests and career goals. These growth and learning opportunities help to increase that tenure (and potentially turn employees into ambassadors for your organization).
3. Designing Training and Development Programs
On an organization-wide scale, assessments can empower HR to offer training and development programs that meet targeted and personalized needs. Depending on the kind of assessment (technical, cognitive, behavioral, skill, leadership, etc.), the appropriate training programs or providers can be brought in to support a team’s growth and learning in areas that are aligned with the desired organizational outcomes.
Assessments aren’t just for your human talent, however, they can and should be used to evaluate the effectiveness of training programs as well. Pre- and post-training assessments can measure the impact of training, enabling organizations to assess knowledge gain, skills application, and overall program success.
4. Strengthening Career and Performance Management
Assessments can do much more than identify strengths and potential. By providing data-based assessments, employees and employers can work together to identify areas for improvement without the interference of human opinion, limiting the impact of ego and emotion in early performance conversations. Employees can understand where they scored, employers can understand where to support their team members, and both parties can agree on goals together.
By building in regular performance assessments, employees can also find motivation as they see their skills and competencies improve along the way. This can also empower them to reach for new heights within the organization, especially if those roles are benchmarked in similar fashions.
5. Building Effective Teams
Finally, don’t forget about the importance of building strong and competent teams. While this happens at all stages of the employee life cycle, assessments can play an integral role here. With assessment data and well-designed training, HR and management can build diverse, balanced teams across the organization, and even call attention to potential issues or challenges ahead of time to minimize interruptions and conflict.
For example, we have found the Everything DiSC® assessment to be a highly effective tool in helping people to work better together. The DiSC assessment, coupled with training and follow-up resources, helps employees to understand their own personalities, how they are similar or different from their co-workers, and how to improve communication and collaboration across different work styles. This has been a valuable tool to help people better understand themselves and those around them leading to decreased conflict and stronger, more productive workplaces.
When choosing team assessments, you’ll want to look for tools that align with your organizational goals, encourage self-awareness, and foster a culture of mutual understanding and respect. By understanding individual strengths and limitations, team members are better equipped to complement each other’s skills.
Assessments for the Win!
Building out a thoughtful employee experience along every phase of the employee life cycle is critical to support retention, productivity, and employee morale. When considering the employee life cycle, we highly recommend exploring opportunities to add assessments into the process that support your organization’s goals and help you to build a strong employee experience in a consistent and sustainable way.
Special thanks to Julie A. Johnson, PHR, SHRM-CP, Sr. HR Business Strategist, Melinda Canino, MS, Sr. HR Communications Advisor, and Samantha Kelly, Sr. Sales & Marketing Strategist for contributing to this Emerging Issues in HR.
Do you need help identifying or implementing the right assessments for your employees and your organization? Don’t worry. The HR experts at Strategic HR can help you find the best employee assessment tools for you. We’re also an Authorized Partner for Everything DiSC®, so we’re happy to be your go-to resource for the DiSC assessment and training too. Contact us to get started!
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Do I really need to provide harassment training? Isn’t having an anti-harassment policy sufficient?
HR Answer:
While it’s definitely a great place to start, having an anti-harassment policy isn’t enough. It’s crucial to ensure that your entire team is on the same page when it comes to definitions, expectations, and consequences surrounding harassment in the workplace. Because harassment can look and feel differently depending on the situation and the context, you want to leave no room for misunderstandings or confusion – especially when trying to create a psychologically safe work environment.
Three Reasons Why You Need Harassment Training
1. It promotes and fosters a positive, inclusive, and diverse work environment. Harassment training helps to create a workplace culture that values respect, dignity, and inclusivity. It raises awareness about inappropriate behavior and ensures that employees have an understanding of the importance of treating their colleagues with respect. It eliminates confusion, helps educate and share perspectives that employees may not have experienced or had access to, and helps raise the value of all experiences in the workplace.
2. It can mitigate legal issues. Providing harassment training allows organizations to educate their employees about their rights and responsibilities in relation to harassment laws. This also provides an opportunity for everyone in the organization to have clear outlines of what is not acceptable. It’s part of the employer’s responsibility to create a safe workplace for their employees, and this is just one of many steps in doing so.
3. It can protect employees and promote a psychologically safe work environment. Harassment can have severe emotional, psychological, and even physical effects on individuals. By providing regular harassment training, organizations can aim to protect their employees from experiencing or witnessing such behavior by clearly outlining actions that are unacceptable in the workplace. Training provides employees with the knowledge and tools needed to identify, report, and address harassment more effectively and in a timely manner.
Keep the Training Going!
Between the 2018 and 2021 fiscal years, the Equal Employment Opportunity Commission (EEOC) received a total of 98,411 charges alleging harassment under any basis and 27,291 charges alleging sexual harassment. Since an employer can be held legally responsible for the actions of their employees, it stands to reason that every effort should be made to regularly remind employees of the expectations of their behavior, rather than assuming the training can be a “one and done” scenario.
So how can organizations continue the thread of anti-harassment throughout their organization?
Start at the beginning of the employee life cycle. Include training on the types of harassment, the consequences of engaging in harassment, and the steps to prevent harassment to get new employees started off on the right foot, ensuring that they are familiar with what personal conduct will and will not be accepted in the workplace.
Make sure you regularly repeat the training. Many organizations conduct annual education/training sessions that include harassment as part of the training. This is a great opportunity to refresh your employees’ knowledge of the subject matter and to further emphasize the company’s no-tolerance policy with regard to harassment.
Be sure to review your anti-harassment policy regularly. Remember, the policy is still a great tool in your anti-harassment toolbelt. If you’re not sure where to start, the Society for Human Resource Management provides five ways to update and upgrade your current policy to make sure it’s in line with best practices.
Keep in mind, while federal law advises periodic harassment training, some states may require such training. For example, in California, employers with 50+ employees must provide two hours of sexual harassment training for supervisors every two years. Be aware of the specific requirements of your state or locale when it comes to harassment education for your employees.
Special thanks to Julie Schroer, SHRM-CP, for contributing to this edition of our HR Question of the Week!
Are you overdue on harassment or other annual training? Does your current training curriculum need to be refreshed to reflect changes in company policy or legal requirements? Strategic HR has the expertise and resources to help. Visit our Training & Development page to learn more.
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Our team members have been asking for additional development opportunities and a mentoring program has been suggested. What are the benefits of a mentoring program, and how do we implement one?
HR Answer:
The benefits of having a mentor can be immeasurable. Almost 80% of CEO’s say they had mentors throughout their careers which led to greater career success. Mentors can provide a different lens to see challenges through; they can also provide excellent advice on both professional and personal fronts – and where those fronts intersect.
Having a mentor can make a clear, positive impact on someone’s career. But what can a mentorship program do for employers, as well?
Benefits of Having a Mentoring Program
For Employees:
Both the mentee and the mentor can benefit significantly from a mentor program. The mentee is able to find guidance, increase their knowledge and their network, and have a trusted and tested ally to bounce ideas off of. For the mentor, this relationship can give them the opportunity to give back or to pay their success forward. Additionally, the mentee may ask questions of the mentor that prompt the mentor to re-evaluate or re-examine their own opportunities through a different lens.
In the end, both parties can benefit from a trusted partner, an honest conversation, and someone they know they can lean on in the workplace, creating psychological safety.
Establish requirements for participation from both groups.
Establish specific activities and guidelines for the mentors.
Acquire mentors and mentees.
Match mentors and mentees.
Monitor and evaluate the program during and after.
While each step is important in its own way, it is incredibly important to connect any activities, actions, or guidelines with your own goals for the organization. For example, do you have a goal of increasing retention and hiring from within? Make sure that you have activities related to how employees could see themselves growing in, up, and through the company. Is your goal to create a safe space and trusted ally between mentors and mentees for mental/physical health? Then make sure exercises, questions, and activities are geared toward building trust and open communication.
What Makes a Mentoring Program Excel
Meeting with your mentor on a regular basis with an outlined agenda will help you utilize your time wisely. Be prepared to talk about your goals and how you have moved the needle closer to the goal. What are the roadblocks you’ve experienced; how did you overcome them; how did you implement your mentor’s previous advice? You should talk about key takeaways and next steps for your next meeting.
When establishing a mentor program, make sure all participants are on the same page. When mentors and mentees aren’t aligned on desired outcomes, mentors might give advice that doesn’t match the situation, or mentees might feel disillusioned or frustrated. The partners don’t always have to agree – nor is each party always right – but setting expectations for open and respectful dialogue and honest feedback can be helpful for both sides.
Be sure to provide an out. If one party isn’t giving the amount of energy necessary for a successful partnership, or if roles aren’t being taken seriously, it’s important that everyone understands that the arrangement should only go on as long as both parties feel it is beneficial.
Special thanks to Tracy Walker and Sammie Kelly for contributing to this edition of our HR Question of the Week!
Providing impactful training and development opportunities can be a key factor in attracting and retaining the best talent. Learn more about how Strategic HR can help you build the right training and development programs for your workforce. Check out our Training and Development page or contact us today to learn more.
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High inflation, rising interest rates, record-low unemployment, and strong consumer spending seem to have economists scratching their heads. In today’s economic uncertainty, HR professionals are preparing to pivot to meet the needs of their organizations should the economy go into recession.
HR professionals are no strangers to navigating and leading through turbulent times. Throughout the pandemic, HR was and still remains on the front lines – leading change and creating a culture and space that supported a massive transition to remote work and pandemic-safe work environments. HR professionals demonstrated skills that had not been relied upon by many companies in the past, creating a focus on minimizing costs while engaging staff during challenging times.
HR professionals found themselves providing staffing insights to navigate difficult business decisions, offering creative problem-solving, and managing talent and culture, more than they ever have in the past. In this article, we will highlight several ways in which human resources professionals can continue to pivot and develop creative approaches to help their organizations weather the storm of the current economic crisis.
Assessing and Addressing Talent Needs
It may be expected that HR’s role during an economic crisis would center around talent. As companies make critical staffing decisions, the evaluation of talent and the use of that talent becomes paramount. During cost-saving conversations, significant efforts must be made to make effective use of staff. HR leaders can address these priorities through performance evaluations, development tools, succession plans, and cross-training initiatives.
Despite predictions, unemployment remains at historic lows and the Great Resignation could be seen as the beginning of a long-term shift in the labor market. For many businesses, growth has been slowed because of workforce shortages. Fortune indicates that the U.S. workforce participation rate has fallen to 62.3%, which is down from 67% in the late 1990s. More than ever before, HR professionals need to focus on strategies to help their organizations attract, retain, and develop high performers.
As organizations strive to meet their attraction and retention goals, they are also faced with the realities of the current economic conditions. The soaring cost of living has placed pressure on employers to increase salaries as paychecks are stretched by the significant increase in the prices of household goods. HR’s role is to help the business remain competitive in the job market by developing total compensation programs designed to motivate and reward high performance.
In addition to ensuring compensation and benefits are competitive, employers are challenged with meeting the needs and expectations of a multi-generational workforce. In the Generations at Work Study, two of the top reasons that job seekers across all generations choose to join a company besides salary are the ability to enjoy work-life balance and having growth and learning opportunities. HR can champion programs that motivate all generations of employees by offering ample paid time off, flexibility, and learning and professional development opportunities.
By taking a multifaceted approach, today’s HR leaders have the opportunity to create the workplace of the future that is designed with successful talent attraction and retention strategies built in.
Reskilling for the Future
As technology rapidly advances, one thing is certain – many businesses are finding a skills gap with current employees, and this gap is hindering growth. During times of an economic slowdown, HR can shift the focus to the future and find ways to fill skill gaps with current employees through training and development opportunities.
This can be a win-win situation as it helps the business to better meet its needs, and it addresses the desire of employees who are looking for growth and learning opportunities.
Managing the Mood
Difficult times become the most integral time to “manage the mood” of the company. Another component of HR’s role during an economic crisis is to partner with the leadership team to encourage and embrace a culture open to flexibility, evolution, and giving grace to others.
Particularly during times of economic downturns or layoffs, it can be hard to maintain the psychological safety of the team. This is the time to remain transparent in communications on what is happening in the organization, as well as recognizing what is left unknown. Employees left in the dark can become disengaged, putting your organization at risk of fostering a culture of quiet quitters.
Supporting Mental Health and Well-Being
Economic challenges always take a toll on employees in one way or another, and consideration must be made for the mental health and well-being of those that are at the heart of your organization to assure a thriving and productive environment. Promote your Employee Assistance Plans (EAPs), take advantage of the co-pay waiver of many health plans for mental health, and provide regular communication to staff on financial offers from local banks and community resources.
It’s no secret – HR’s role in this economic crisis has shifted and grown. The current economic crisis has put pressure on HR professionals and business leaders to do more with less. Businesses across the board are all looking for creative ways to engage their workforce, reinforce productive and positive behavior, and retain staff – all while allaying employee concerns and fears.
Human Resource professionals can and should take this unique opportunity to play a significant role in leading their organization through this national crisis. By showing their support of the business and its employees through appropriate economic-driven actions, they can support both the organization’s vision/mission and its employees’ health and wellbeing.
Special thanks to Colleen Mahoney, PHR, HR Business Advisor, for contributing to this edition of our Emerging Issues in HR!
HR plays an integral role in optimizing your operations during challenging times. Clark Schaefer Strategic HR can help with your leadership and HR strategy. For more information, please visit our HR Strategypage, or simply contact us – we’d love to hear from you.
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In light of The Great Resignation, I’ve been hearing more and more about the importance of succession planning should any of our key employees or leaders resign. How can our organization make sure we’re appropriately prepared for succession planning so we are well-positioned if we should lose any key players?
HR Answer:
The exit of a key employee can certainly result in turbulence within a business. Lack of preparation in filling such an important role can fuel skepticism about the future of the company among both internal employees and external stakeholders. Organizations can help temper such concerns and instability through succession planning.
Benefits of Succession Planning
Thoughtful succession planning leads to numerous benefits. Organizations that hire their leaders internally may benefit from a better quality of hire than those who look externally. According to a study at the University of Pennsylvania, although internal hires are typically paid less than external hires, they tend to perform better and have lower turnover rates. The success of internal hires may be in part attributed to a deep understanding of the business and culture, along with cultivated relationships amongst the organization, its partners, and customers.
Succession planning also serves to foster goodwill among current employees who see the organization’s faith and investment in its internal talent. Especially considering the challenges in today’s talent market, succession planning may help to increase employee loyalty and tenure within an organization.
To begin succession planning, it is important to consider the strategic direction of the organization. You may pose the questions: what roles will we need to support the future goals of our organization? What kind of growth is expected in the next 1-5 years? Determining the trajectory of the organization will better inform the roles on which to focus your succession planning efforts. Executive leadership and directors constitute critical roles that typically merit inclusion in the process. However, organizations should also include key individual contributors who possess highly specialized skills or knowledge in their succession planning efforts.
Conducting a workforce assessment
Once critical roles are identified, it is important to conduct a workforce assessment to consider factors that may affect the stability of these key roles, such as incumbent retirement eligibility. During this portion of the process, it is also essential to identify members of the internal talent pool who may be able to fill these critical roles, with the right development opportunities. You should consider the current performance of these employees, as well as their future potential. Finally, when evaluating your internal talent pool, you will want to ensure that your pipeline of emerging leaders is diverse and can bring distinct perspectives to these key roles.
Identify gaps in knowledge and skills
Next, you will want to identify any gaps between the knowledge and skills possessed by the incumbents of critical roles and those in the talent pipeline to succeed them. Once these gaps are determined, leaders can begin creating career development plans in partnership with high-potential employees. Such career development plans may include shadowing a key employee, engaging in a mentorship program, or participating in a stretch assignment for exposure to new business functions, geographies, and customers. A career development plan may also include courses or seminars to help hone essential technical or soft skills. Finally, as part of their development process, high-potential employees could be invited to participate in board meetings for additional exposure to strategic planning initiatives.
It is important to note that succession planning is not a one-time initiative, but rather constitutes an ongoing process by which the internal talent pipeline is continually identified and developed. Organizations that implement thoughtful and strategic succession planning will benefit not only from increased stability during the exit of a key employee, but also from enhanced loyalty of employees who see the organization’s investment in its internal talent.
Thank you to Christine McLaughlin, HR Business Advisor, for contributing to this HR Question of the Week.
Whatever HR challenge your business may be facing, Clark Schaefer Strategic HR can help! Whether it’s by developing a robust internal succession planning process, creating or improving your performance management system, or developing a comprehensive strategic business plan through our HR Strategy services, our team of experienced consultants is waiting to partner with you. Contact us to talk through your HR Strategy needs.
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As we transition into a new year, the world of Human Resources is poised to undergo several transformative trends that reflect the evolving landscape of work. Some transformations are already at work, such as the continued integration of technology in HR processes, with the adoption of artificial intelligence (AI), data analytics, and automation tools. These technologies are not only streamlining administrative tasks but also enhancing decision-making processes, enabling HR professionals to focus on more strategic and value-added activities.
Additionally, an emphasis on employee well-being is gaining momentum, with organizations recognizing the importance of creating a positive work environment that promotes mental health, work-life balance, and overall job satisfaction. Our team anticipates that remote and hybrid work arrangements will persist, prompting HR departments to refine policies and practices to accommodate diverse and flexible work setups that continue to support a diverse workforce with varying needs.
And finally, we expect diversity, equity, inclusion, and belonging initiatives will also remain at the forefront of the HR landscape, as companies strive to create more inclusive and equitable workplaces. DE&I efforts go hand in hand with employee well-being and employee satisfaction. As employers work to foster diverse and inclusive workplaces, they are also challenged to be highly transparent in their communications and actions and to build a high level of trust, which leads to employee satisfaction and retention.
So how do we expect to see these HR trends play out in the coming year?
Generative AI & Upskilling
In a June 2023 survey by Gartner, 81% of HR leaders have already begun to explore and implement AI solutions within their organizations, with 52% exploring potential use cases and opportunities for generative AI. Indeed, the Future of Jobs Report 2023 indicates that by 2027, 43% of work tasks will be automated.
The Future of Jobs Report also emphasizes the growing focus on cognitive skills within the workforce – skills like creative and analytical thinking, technology, literacy, and socio-emotional attributes such as curiosity, resilience, and lifelong learning.
Upskilling in the field of human resources is expected to become increasingly important in the coming years and will play out in a variety of ways:
1. Technology Integration
The HR field is becoming more technology-driven with the adoption of complex HRIS (Human Resource Information Systems), AI-driven tools, and data analytics. HR professionals will need to quickly upskill to effectively utilize these technologies and leverage artificial intelligence for HR tasks such as recruitment, employee engagement, and talent management and development.
HR professionals are increasingly relying on data to make informed decisions in areas such as workforce analytics, recruiting, employee performance, and strategic planning – even more so with the rise of AI. Consider providing data analytics training opportunities to help employees successfully engage and understand the results these technologies can provide.
3. Soft Skills and Emotional Intelligence
With the rise of remote work and digital collaboration, the importance of soft skills and emotional intelligence will continue to be sought after. HR professionals need to be adept at interpersonal communication, empathy, and understanding diverse perspectives – especially when so much interpersonal context is lost from behind a screen. Upskilling in these areas will be vital for effective employee relations, conflict resolution, and fostering a positive workplace culture.
4. Continuous Learning Culture
HR professionals should model and promote a culture of continuous learning within organizations. Reevaluating learning and development strategies, assessing training methodologies, and implementing ideal learning technologies will be essential to support the professional as well as personal growth of employees.
In summary, learning to utilize AI in beneficial ways, as well as upskilling across organizations, will create a mix of technical, interpersonal, and leadership skills that help employees adapt to the evolving workplace landscape and allow HR leaders to contribute to the success of organizations in highly valued ways.
Employee Well-Being
Companies are increasingly recognizing the importance of employee well-being. The employee well-being umbrella includes mental health support, work-life balance and remote work initiatives, and wellness programs, in addition to providing meaningful work and opportunities for learning and development. The expectations of employers are growing by the minute!
The top 5 ways employers can support employee well-being in the upcoming year include a combination of physical, mental, and professional support:
1. Flexible Work Arrangements
Offer flexible work hours and remote work options to accommodate diverse employee needs. A flexible work environment allows employees to better balance their professional and personal lives, reducing stress and enhancing overall well-being. To learn more, check out Gallup’s article, “The Future of the Office Has Arrived: It’s Hybrid,” as well as Techopedia’s Remote Work Predictions for 2024.
2. Mental Health Programs and Resources
Prioritize mental health by providing access to counseling services, mental health workshops, and Employee Assistance Programs (EAPs). Promote a culture of openness and destigmatize mental health issues to encourage employees to seek help when needed.
3. Professional Development Opportunities
Invest in employees’ professional growth by offering training programs, workshops, and opportunities for skill development. Providing clear pathways for career advancement and continuous learning not only enhances employees’ job satisfaction but also contributes to their overall well-being.
4. Health and Wellness Initiatives
Implement comprehensive health and wellness programs that address physical well-being. This can include fitness classes, wellness challenges, health screenings, and initiatives that promote a healthy lifestyle. Consider providing wellness benefits such as gym memberships or wellness reimbursements.
5. Regular Check-ins and Feedback
Conduct regular one-on-one check-ins between managers and employees to discuss workloads, career goals, and any challenges they may be facing. Foster open communication and create a supportive environment where employees feel comfortable sharing their concerns.
Check-ins allow for the opportunity to course-correct, as needed, and to ensure that employees have the resources they need to do their jobs successfully. In addition, providing constructive feedback and recognition for accomplishments contribute to a positive work experience.
These strategies collectively address various aspects of employee well-being, creating a holistic approach that considers both personal and professional needs. Employers need to tailor these initiatives based on their workforce’s specific characteristics and preferences, promoting a culture that values and prioritizes the well-being of employees.
Diversity, Equity, Inclusion, and Belonging
Diversity, Equity, Inclusion, and Belonging (DEI&B) initiatives are more than passing HR trends, but rather, essential for creating a workplace that is welcoming, inclusive, and representative of all individuals. In 2024, employers can take several actions to support and enhance their DEI&B efforts:
1. Establish Clear DEI&B Goals and Metrics
Clearly define and communicate DEI&B goals that align with the organization’s values and mission. We recommend using a DEI&B roadmap as you build your diversity initiatives. Establish measurable metrics to track progress and hold the company accountable for achieving diversity, equity, and inclusion objectives. Regularly assess and report on these metrics to demonstrate transparency and commitment.
2. Cultivate an Inclusive Workplace Culture
Foster a culture of inclusivity where all employees feel valued, respected, and heard. Encourage open communication, apply inclusive decision-making principles, and create platforms for employees to share their experiences and perspectives. Implement training programs to raise awareness about unconscious bias, microaggressions, and other barriers to inclusivity.
3. Diverse Hiring Practices
Implement inclusive hiring practices to attract a diverse talent pool. This includes using diverse interview panels, removing bias from job descriptions, and actively seeking candidates from underrepresented groups. Consider partnerships with organizations focused on diversity recruitment and outreach to expand your talent network.
4. Professional Development and Mentorship Programs
Provide opportunities for professional development and mentorship, particularly for employees from underrepresented groups. Establish mentorship programs that connect employees with mentors who can guide and support their career growth. Ensure that these programs are accessible and inclusive.
5. Employee Resource Groups (ERGs)
Establish or enhance Employee Resource Groups that cater to specific communities within the organization. These groups provide a platform for employees to connect, share experiences, and contribute to the development of a more inclusive workplace. Support and actively engage with ERGs to ensure their success and impact.
6. Equitable Policies and Practices
Regularly review and update policies and practices to ensure they are equitable and unbiased. This includes performance evaluation processes, promotions, and compensation structures. Strive to eliminate systemic barriers that may disproportionately affect certain groups within the organization.
DEI&B initiatives require ongoing commitment and effort. Employers should listen to the needs and concerns of their employees, continuously educate themselves and their teams, and adapt their strategies based on feedback and evolving best practices. By taking a comprehensive and proactive approach, employers can contribute to building an inclusive workplace that reflects the diversity of the global workforce.
As we stand on the brink of a new year, the field of Human Resources is on the cusp of significant transformations, mirroring the dynamic nature of the modern workplace. Employers play a pivotal role in steering organizations toward a progressive and thriving future. Recognizing our employees as the cornerstone of success, we can aspire to cultivate environments that prioritize well-being, embrace diversity and inclusion, a new digital world, and adapt to the evolving needs of our workforce.
As we navigate these HR trends and challenges, let us collectively champion a workplace culture that not only reflects the spirit of the times but fosters growth, innovation, and lasting success for individuals and organizations alike.
Need help tackling your HR Strategy for 2024? Let our team of HR experts assist in building your plans for the new year.Please visit our HR Strategypage to learn more, or simply contact us – we’d love to hear from you.
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My company is focusing on team member training for next year. To get this started, I have been tasked with carrying out a training needs analysis for all team members. What are the steps I need to take to accomplish this successfully?
HR Answer:
To begin with, let’s first understand what a training needs analysis is and how it can be crucial to the success of a training program. Consider a training needs analysis as a way to investigate and determine what your team members need to be effective in their roles, or what skills they might need to take their career to the next level.
Leadership may have some common training exercises in mind, or perhaps there may be training around compliance that’s required for your industry, but keep in mind that each team member will come to the table with a unique set of skills and experiences. It’s important not to assume that all team members will need the same training. So how do you effectively investigate specific needs?
How to Begin a Training Needs Analysis
To best determine what type of additional training exercises would be beneficial, all you need to do is ask! Create and launch an employee survey or a self-assessment. You can create an online survey or go the pen and paper route.
Questions to include in an employee survey:
What kinds of training have you received in your current position?
What type of additional training would be useful to create more value to the company?
Are there any duties in your job description that you struggle with or feel unprepared for?
Where do you see yourself in 5 years? What tools or training will help you get there?
What are your learning preferences (large group training lectures, small group training discussions, hands-on learning opportunities)?
Finding out the answers to these questions is an important first step. However, there are other methods you can use including the suggestions below.
Additional ways to identify training needs:
Talk to your supervisors and managers. What training are they currently conducting and how are they doing it? What training needs do they see?
If a personal touch may generate more accurate results, consider meeting one-on-one with your team members or creating a focus group. Ask them what they need to be successful at their job and what training would help them elevate their careers.
Review performance evaluations. Do not automatically concentrate on negative performance areas, consider additional learning events to help high performers keep excelling.
If you conduct exit interviews, take some time to review them. Former members of your team may have given you excellent insight into training needs.
Look for customer feedback. Have any customers made complaints? Do you have negative reviews online? Look for patterns in the comments that lead to gaps in training.
Evaluate any new process or system at your workplace. Do you have a new phone system? Are you upgrading to new software or updating a current software version where technical training would be needed?
Check to see if supervisors have made critical incident reports. Are there any written notes about employees who have either done outstanding work on an assignment or had a problem with an assignment or customer? Critical incident reports aren’t official performance evaluations, but they could be helpful to point out areas of weakness that need improvement.
Conducting a training needs analysis can lay a strong foundation for developing or revising your training programs. Conducting this analysis allows an organization to focus its efforts on areas of training that are necessary for employees to successfully carry out the organization’s goals, make optimum use of the company’s training dollars, and motivate employees by contributing to their career development.
Special thanks to Sherri Hume, SHRM-CP, HR Business Advisor, for contributing to this edition of our HR Question of the Week!
Training and Development of your employees is a key factor in remaining competitive. Not only does it keep you up to speed with your competitors, but it also gives you the edge when recruiting or retaining employees. Strategic HR has experience in training needs analyses and developing training programs to keep you on the leading edge. Visit our Training and Development page to learn how we can assist you with your training and development.
https://strategichrinc.com/wp-content/uploads/2021/02/WHEEL-IMAGE-Training-and-Development-Clark-Schaefer-Strategic-HR-2023.png450450Sammie Osbornehttps://strategichrinc.com/wp-content/uploads/2023/11/LOGO-Clark-Schaefer-Strategic-HR-10-23.pngSammie Osborne2022-09-22 10:40:592022-09-22 13:04:43How Do I Conduct a Training Needs Analysis?
A performance improvement plan (or PIP), as defined by the Society for Human Resource Management (SHRM), is a tool utilized specifically to provide employees with an “opportunity to succeed,” rather than lose their job. PIPs provide two important features: first, to provide a timeline for improvement; and second, to create documentation of performance-related discussions. This means PIPs can be for anyone in the organization – strong performers, over-achievers, under-achievers, executives, or entry-level employees.
Organizations utilize PIPs in order to provide a clear path to success in partnership with an employee’s manager. Particularly in a difficult or limited candidate market, PIPs are best utilized as a retention tool to re-engage and improve an employee’s performance before the relationship between the employee and employer is beyond repair. However, that’s not always the case.
In early 2022, LinkedIn News published an article encouraging a revolution or reevaluation of performance improvement plans. Many employees identified the negative connotation that they associate with PIPs, arguing that they saw PIPs being used to “manage an employee out” of an organization, rather than being used to provide developmental opportunities to address goals or performance. In fact, some volunteered their own experiences of meeting or exceeding expectations, only to be placed on a PIP when there were internal disagreements or frustrations, encouraging the employee to look elsewhere for a job.
So should organizations abolish the use of performance improvement plans altogether? Or are there ways that we as HR professionals can improve the PIP process to utilize the process correctly and better serve our employees?
Ask Yourself “Why?”
As mentioned earlier, the goal of a PIP is to be used for developmental reasons (i.e. should there be performance goals to meet or behaviors that need to be changed for a successful and harmonious workplace).
As organizations take a closer look at how they utilize a PIP, it’s important to first ask why it may be necessary. Is the employee in question failing to meet performance goals? Or is there a behavior-related concern that’s impacting the workplace? A performance improvement plan may be appropriate here, as long as the intended result is an achievable improvement in a reasonable about of time.
If the answer to “why” is to eliminate a person from the organization, or encourage their resignation, then the PIP is being misused. Sometimes, organizations may utilize PIPs if they don’t have other ways or disciplining or managing poorly improving employees who aren’t a fit for the company. If that’s the case, the solution isn’t a performance improvement plan, but a clearly laid-out warning/discipline process instead.
Clearly Define Your Plans and Language
Some managers use the PIP because it doesn’t sound disciplinary when they’re really trying to manage someone out. As a result, the term has gained a negative connotation because it’s been used as a way to punish instead of encouraging to improve. The term “PIP” has even gained such a negative connotation that employees may immediately start looking at other roles for fear that termination is right around the corner.
To alleviate employee concerns and refocus employees on the real goal of a performance improvement plan, consider changing the language around the PIP. Maybe, instead of a “performance improvement plan”, consider calling it an “individual development plan.” After all, the goal is to refocus both the manager and the employee on the person and their individual success, rather than focusing solely on performance. This allows the tool to be used for anyone at any time – not just when there needs to be a marked performance improvement. By asking questions such as “how do you want to improve, how do you want to grow, how do you want to better yourself?”, managers can turn the implication of performance improvement plans around from “impending termination” to “invested growth.”
But, suppose the goal is truly to encourage an employee to consider another career path or to cut ties. In that case, it’s important to clearly define the language you plan to use while having an honest conversation with the employee and implementing a disciplinary form. Being sure to include an escalating path of written and verbal warnings, performance meetings, and deadlines will make terminations easier from a documentation and expectations perspective.
Timing (Implementation)
We owe it to people to coach and develop them before it’s too late. It’s uncomfortable to have frank conversations about performance, and most people prefer to look away until it’s too bad to ignore. But it shouldn’t be negative – feedback is a gift. There are so many people who don’t give feedback and expect them to read minds.
As in any coaching instance, it’s important to deliver the feedback – good or bad – as close to the instance the action happened as possible. But how you deliver it in the moment can be key. If the message comes from a place of truly caring about the person and wanting them to improve – be it their performance, approach, or level in the company – that should come across. And by being sure to use a coaching tone in the conversation rather than a disciplinary one, encourages employees to become invested in their own improvement rather than fearing being “caught doing something wrong.” In the end, it’s about assessing and respecting the difference between corrective action (which doesn’t have to be negative) and disciplinary procedures.
In this candidate-driven market, it’s difficult to find the talent that you need to continue to grow your business. Retention tools, such as performance improvement plans, can help you fully utilize and elevate your employees to greater heights (when used correctly). As you continue to assess your employee relations and development tools, consider re-evaluating how you might use performance improvement plans and disciplinary action to best support your employees and your company’s strategic goals.
Thank you to Cecilia Vocke, MS, SHRM-SCP, SPHR for contributing to this Emerging Issues in HR.
Strategic HR understands the value of retaining your workforce through good Employee Relations. We’ve helped companies nurture their cultures by designing/updating employee handbooks, creating reward and recognition programs, providing training for safe and productive workplaces, gathering feedback through employee surveys, pulse surveys, focus groups, and more. Learn more about our Employee Relations Services, or contact us.
I’ve received a couple of complaints about one of our managers because he is quick to jump to conclusions and doesn’t listen well to his team. I want to provide him with some coaching on active listening. Can you offer suggestions on how to teach him to be a good listener?
HR Answer:
How many times have you walked away from a conversation with someone, whether it was your boss, co-worker, friend, or family member, saying “they just don’t listen to what I am saying!”? This is a common frustration for many, and it happens for a variety of reasons. Whatever the reason, it causes dissatisfaction and can lead to hurt feelings or feelings of distrust.
Listening is a leadership skill that is rarely taught, yet it is a critical one for managers. And listening is getting more challenging in the world of remote employees, remote customers, and remote meetings. In more than thirty leadership and HR articles published on our website alone, listening is cited as an important component in the advice, training, or program being recommended. So, as you look to provide active listening coaching, you want to help the manager to understand both why it is important and how to become a better listener.
Why Listening Skills Matter
The ability to make others feel valued for their contributions to a project, a team, or an organization as a whole is a reflection of an effective leader. Being a good listener and ensuring that employees feel heard is essential in developing trust, respect, and loyalty.
In a recent Fast Company article discussing the science behind how to become a better listener, Dr. Tomas Chamorro-Premuzic, professor of business psychology at Columbia University, shared that “how well and frequently you listen to others is a better predictor of your leadership potential than your actual intelligence or personality.” He also shared that people who are good at listening are better performers, have a high level of well-being, and have more meaningful and fulfilling relationships.
So, it doesn’t matter if someone is the smartest person in the room… if they’re not a good listener, they will struggle to develop the relationships that are necessary to be a great leader and manager.
How to Improve Listening Skills
How can someone become a better listener? Both Fast Company and the Harvard Business Review dive into science-based, specific steps on how to become a better listener. To break down their suggestions to the barest components, both sources recommend these basic essential steps:
Be Quiet
Listen
Repeat
Sounds easy, right? But what do each of those steps really entail? To implement them correctly, you must:
Focus all of your attention on the other person. Stop what you are doing with your computer, phone, or even distracting thoughts from a previous conversation running through your head. Use all of your senses to focus on what the person in front of you (in person or on-screen) is saying.
Use non-verbal cues to communicate that you are listening, like making eye contact and nodding your head. Also, pay attention to the speaker’s non-verbal clues to see if they are congruent with the words they are saying.
Remain calm and control any emotional response you have to what they are saying. Allow them to finish their statements before you say anything in response, and do not plan your response in your head while they are still talking. Listen to everything they have to say first.
Restate the last few words they said, and clarify what you believe they were saying. Ask follow-up questions. If the person’s words do not match the non-verbal signs the speaker is giving, carefully inquire about the differences.
Finally, make sure you understand why they shared this message with you, and if you do not, then ask. A good listener seeks to understand the speaker’s intent, i.e., were they just venting, were they sharing an accomplishment and they need praise, or do they expect you to take some action as a result of what they shared?
Active Listening Enhances Your Professional and Personal Life
It takes practice to be a good listener. It may come more naturally for some than others, but it is a skill that everyone can develop. As you work on finetuning the skill, ask for feedback about how well you listen… and listen to the response! Listening is a skill that will not only enhance your communication and leadership at work, but it’s valuable in your personal life as well. Working on your active listening skills will be time well spent – your employees, friends, and family will appreciate your efforts.
Thank you to Lorrie Diaz, MS, for contributing to this HR Question of the Week.
Carefully choosing the right words and the best approach can make the difference between achieving your goals or having your efforts go awry. Managing your HR Communications doesn’t have to be hard – as long as you have the right tools and training. Learn more about how Strategic HR can help with your HR Communications or contact us about your needs.
https://strategichrinc.com/wp-content/uploads/2021/02/WHEEL-IMAGE-Communications-Clark-Schaefer-Strategic-HR-2023.png450450Melinda Caninohttps://strategichrinc.com/wp-content/uploads/2023/11/LOGO-Clark-Schaefer-Strategic-HR-10-23.pngMelinda Canino2022-05-17 21:07:202023-01-17 13:40:41How Can You Teach a Manager to be a Good Listener?
Currently, our onboarding includes completing new hire paperwork, going over our company history and policies, ensuring they have the necessary technology tools, and having them meet with select employees to learn what they need to learn to hit the ground running. What else should we incorporate to improve our new hire onboarding and training?
HR Answer:
It sounds like you’re off to a great start. Just to be sure that you’re covering the basics, you should check out these key components of an onboarding plan. To move beyond the basics, I’m going to offer four additional, yet sometimes overlooked, ingredients that can greatly improve the effectiveness of your new employee onboarding:
1. Plan the Right Duration for Onboarding
Developing a solid understanding of how an organization operates, as well as understanding the significance of an individual’s role within it (all while building long-term work relationships), takes time. In some organizations, employees are provided one to three full days of onboarding during their first week. In these situations, they typically review and complete new-hire paperwork and benefit plan enrollment forms, review the safety, health, and security components of the job, and complete any other critical training to be able to hit the ground running. However, is this sufficient onboarding to create a long-term employee? Adult learning research would suggest that it isn’t enough.
Effective adult learning practices must provide opportunities for observation, asking questions, and putting facts, ideas, and experiences together to derive new meaning. This can take time, especially when your goal is to develop a clear understanding of company values, culture, and team cohesiveness and effectiveness. So, if you’re looking for ways to improve your onboarding process, be sure you allocate an appropriate amount of time to the process.
We recommend breaking the new employee learning process into two phases: 1) Employee Orientation and 2) Employee Onboarding.
Employee orientation may take place during the first week of employment and include a company tour, introductions to key staff, new hire paperwork, and cover the basics of the new worker’s job, payroll, benefits, company policies, and safety.
Employee onboarding may start within the employee’s first week and take place over several weeks or months, depending on your goals. In the course of onboarding, you may focus on company culture, values, and team development by having the new hire meet one-on-one with team members to learn about various functions within your organization and how they will play a role in them. You may provide additional specialized training to ensure your new employee is set up for success in their position.
Keep in mind that the volume of new information can be overwhelming for new employees, so you should prioritize and plan appropriately for what information, training, and experiences they need to have from the beginning versus the weeks or months down the road.
2. Design Training for Different Learning Styles
Adults have different preferences on how they learn known as learning styles. Although you might be inclined to develop training based on how you learn best, a valuable way to improve your onboarding and new employee training is to keep your employees’ needs and learning preferences top of mind. A common model for learning styles is the VARK Learning Model which illustrates four key ways that people prefer to learn:
Visual Learners – Prefer to see information. They learn best if they are shown pictures, charts, graphs, or videos to learn important information and details.
Auditory Learners – Prefer to hear the information rather than see it. They prefer to ask questions and repeat back what they have learned.
Reading/Writing Learners – Prefer detailed, written instructions with opportunities to add notes and highlights. They learn best by writing things down to process the information.
Kinesthetic Learners – Prefer to learn by doing. They learn best when they can do “hands-on” work or try to complete a project or task even if it involves trial and error.
Many people actually prefer a combination of these learning styles to meet their learning objectives. Recognizing this can help HR and/or supervisors to tailor their training to each individual. Training Magazine recommends using a differentiated training approach designed to accommodate the different ways that employees learn – ensuring that everyone has an equal opportunity to learn. HR professionals or supervisors can discover employee learning styles by simply asking them how they prefer to learn new information. If you’re providing training for a group, be sure to incorporate a multi-faceted approach.
3. Incorporate Coaching and Mentoring
A supervisor must provide ongoing and frequent coaching to ensure that knowledge and skills are transferred effectively following training. In addition, assigning a “mentor” or “buddy” can provide a huge boost to a new hire’s onboarding and long-term experience in your organization.
Generally, the role of a mentor is to offer the new employee a connection to someone who can guide him or her but is not in a position of direct authority over the new hire. The Business Journals touts the importance of mentors recognizing how they help new employees to quickly apply their new skills while also relieving some of the new employee’s anxiety.
Mentors may be paired with a new employee for as little as a day or as long as a year, depending on the length of the onboarding program. Their responsibilities may range from providing practical information such as directions to the restrooms, cafeteria, or parking places, to helping the employee understand the nuances of working in the organization. Mentors can also help to make meaningful connections within your organization and answer questions that the new employee may not feel comfortable asking of their supervisor.
4. Evaluate the Effectiveness of the Onboarding Experience
The best way to know whether your onboarding experience is truly meeting the needs of your new hires and your organization’s goals is to ask those who were involved. At a minimum, the new employee should be asked how their onboarding experience is going and whether there are components that should be added, removed, or tweaked. They are likely to provide great ideas for how to improve the onboarding process.
Verbal evaluations can be accomplished between the new hire and their supervisor during our recommended touch bases after 1 week and at 30-60-90 days from the new hire’s start date, or you can choose to ask for feedback via email or other internal communication software/tools. You should also solicit feedback from anyone who was involved with facilitating training and/or serving as a mentor.
No matter what method you choose, it will be important to get feedback from those who are involved in your onboarding process to ensure that it is meeting the employees’ needs and expectations as well as organizational goals.
Thank you to Terry Wilson, SPHR, SHRM-SCP for contributing to this HR Question of the Week.
You need your new hire’s onboarding and training to be an excellent experience. Because let’s face it, in this labor market, you can’t afford for it not to be. Strategic HR can provide the support you need with all of your Training and Development goals. Contact us to see how we can help.
https://strategichrinc.com/wp-content/uploads/2021/02/WHEEL-IMAGE-Training-and-Development-Clark-Schaefer-Strategic-HR-2023.png450450Melinda Caninohttps://strategichrinc.com/wp-content/uploads/2023/11/LOGO-Clark-Schaefer-Strategic-HR-10-23.pngMelinda Canino2022-04-19 11:36:512023-10-26 13:39:55Four Ways to Improve New Hire Onboarding and Training
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Active shooter incidents are an unfortunate reality facing us all. Active shooter situations are unpredictable and can evolve quickly. It is important to provide your employees with the information needed to help prevent and prepare for the unthinkable.
Clearly identify possible evacuation routes – have at least two.
Maintain up-to-date emergency contact information for all employees to provide to local authorities.
Practice your evacuation and response plan annually.
How to Respond – it is important that you act swiftly as an active shooter situation often evolves quickly:
Run: Safely evacuate the area when possible to do so and call 911 when out of the line of fire. Help others evacuate when possible and stop anyone from entering the active shooter zone. It is important to keep your hands visible so that responders on the scene do not view you as a threat and follow all instructions given by the police responding.
Hide: If you cannot evacuate safely, barricade yourself as best as possible and stay quiet. Lock the door or block an entrance with a heavy object. Remember to silence your phone, including vibration, and dim your screen if possible.
Fight: Lastly, if you are unable to escape or hide, be prepared to fight and to act decisively. Improvise weapons from your surroundings and throw things at the shooter. For example, a fire extinguisher makes an excellent defense tool both in weight and to spray at the shooter. Work as a team to disable the shooter and remember that you are fighting for your life.
Call and Text 911 for Help – provide as many details as possible, including:
Location of the shooter.
Your current location.
Context of the situation.
Number of shooters.
Describe the shooter as accurately as possible.
Number and types of weapons.
Number of people in the locations.
Any actions taken.
How to Interact with Law Enforcement on Scene:
Remain calm, follow instructions and keep your hands visible at all times.
Put down anything in your hands; raise your hands and spread your fingers.
Avoid pointing, screaming, or yelling.
Do not stop an officer for help during evacuation.
Do not share anything on social media.
Law enforcement will be on the scene to stop the active shooter as quickly as possible. Any injured victims will not be helped until the shooter has been neutralized and the area is safe.
For a more customized approach, visit our Active Shooter Training to learn more about how Strategic HR’s team can create a plan for your organization.
In 2019, Strategic HR and MYCA Learning partnered together to support organizations in their search for essential training in accessible ways, resulting in the creation of our Active Shooter Preparation e-Learning Course. Geared toward preparing and protecting our communities should they face the unthinkable, this fifteen-minute course seeks to educate participants on how to be aware, how to assess their surroundings, and how to make a plan.
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I’m concerned that our employee morale and engagement are waning. How can we re-energize our team through training and development with a limited budget?
HR Answer:
We’ve seen it all around, and you’ve likely felt it yourself – COVID fatigue, Zoom fatigue, general fatigue. Let’s face it – we’re all tired in some way, and we could use a rejuvenation! Your employees are no different. Now is the time for HR professionals to grab their favorite caffeinated beverage and get back to dusting off the basics to re-invigorate employees through training, development, and engagement initiatives.
In its first several months, the pandemic required all organizations to go into crisis management mode quickly developing and implementing training to address the crisis at hand. Now that organizations have completed the critical just-in-time training of new COVID procedures and protocol, leaders can shift their focus back to key activities that may have fallen by the wayside – namely, training and development opportunities for the purpose of enrichment.
How Training and Development Can Help with Retention
Well-designed training and development activities can help employees:
Learn and grow in their current role to maximize their performance
Develop the skills necessary to prepare for the next level of their career
Stay engaged and invested in your company
It’s not surprising that LinkedIn’s recent Workplace Learning Report found 94% of employees say they would stay at a company longer if it invested in their learning and development. In order to attract and retain key talent – particularly during times like this when many are feeling tired and disengaged – savvy business leaders will continue to invest in their employees’ training and development. Reaching out and making sure that your employees know that your organization cares about and is committed to fostering their skills and career development can be a valuable retention tool.
Include Your Employees From the Start
If you haven’t already done so, we recommend that you conduct a Training Needs Analysis to identify what types of training would be beneficial for your organization as a whole, in addition to assessing development options for individual employees.
When considering new or unique training and development opportunities, you may find a greater return on investment by asking the employees who will participate in those programs to share their thoughts on what training is needed. Connecting with your team and considering their suggestions for training and development content, as well as their preferred ways to learn, can be a great way to ensure that the training will be on target for what employees want and need. Plus, it can re-engage them in their current positions and stimulate their career growth interests.
Refresh Your Training Messaging
In most cases, much of the training messaging employees have heard over the last several months has been focused on how to get their work accomplished amidst the pandemic – i.e., how to work effectively from home, how to protect yourself should you come into the office, etc. As a result, it’s possible that employees have become desensitized to the tone and messaging surrounding training information. It may feel like something they simply “have to do” rather than something they might actually want to do.
Take this opportunity to re-adjust employee expectations and priorities by shifting your training focus and communication. By placing emphasis on their own growth and development, your new training messaging can offer employees the opportunity to re-engage with your employer brand, help them re-align their goals in a COVID world, and refocus their attention on their own growth and development.
Low-Cost Training and Development Opportunities
A tight budget doesn’t have to be a barrier to ensuring that your employees get the training and development they need to grow and to feel valued. Once you understand the necessary training and development programs to offer, start your search for training resources by reviewing your internal talent. Is there an opportunity for one of your high-performing employees to train their peers on a certain task? Could you further develop an individual’s presentation and leadership skills by empowering them to train others? By tapping your own team members on the shoulder, you may discover opportunities to further both training and development without the need for external sources.
Another opportunity can be using an internal mentoring program. Mentoring is a cost-effective way to develop your workforce by pairing your more experienced employees with the newer, less experienced individuals. This can provide a meaningful learning experience for both regardless if they’re working remotely or on-site. The newer employee can learn job-related skills and strategies, while further immersing themselves in the company culture. The more experienced team member may benefit from the fresh knowledge from a recent graduate or a peer who brings experience from a different organization. Both employees have an opportunity to understand what the other’s goals and aspirations are, building stronger relationships within the team.
For additional low-cost training and development ideas, check out our previous article for suggestions that work well for both remote workers and those on-site.
Employee Rewards That Don’t Break the Bank
Particularly at a time when employee morale and engagement is down, it’s important to look for ways to help employees feel good about the work that they do and the valuable role that they play in your organization. If part of your employee engagement strategy is to offer meaningful training and development opportunities, consider linking those with rewards for those who either step up to provide training or mentoring as well as those who complete training or development milestones.
Obviously, your employee rewards can reach far beyond recognizing those who are involved with training and development. To continue to support and boost morale, explore ways to recognize your staff who go above and beyond. It’s amazing what a difference you can make in someone’s life by simply showing appreciation for their hard work and effort.
As with training, there are plenty of no-cost or low-cost reward options. For example, you could share shout-outs during virtual meetings or in company newsletters, award an extra hour or day of PTO, give gift cards to local businesses, restaurants, or delivery services – all of which can be awarded to shine a spotlight on the good that employees are doing in your organization. Even something as simple as a public “thank you” during team meetings can show an employee that their efforts are noticed, valued, and not merely expected. Better yet – ask your employees how they would like to be rewarded. You can set cost parameters on this if needed, but employees will appreciate the chance to choose rewards that are individualized for them.
Many employees could use a boost right now, and there are no better folks to lead the charge than HR. If you can help to re-energize your employees, not only will they feel better about themselves and the work they’re doing, but you will too.
Thank you to Jeff Rouse, MSOL and Melinda Canino, MS for contributing to this edition of our HR Question of the Week!
Is training your employees a goal for 2021? Get your Training and Development program off to the right start by asking Strategic HR to help. We have the expertise to conduct a Needs Assessment and/or to recommend training options for your staff. Visit our Training & Development page to learn how we can help you implement a successful training session.
https://strategichrinc.com/wp-content/uploads/2021/02/WHEEL-IMAGE-Training-and-Development-Clark-Schaefer-Strategic-HR-2023.png450450Sammie Osbornehttps://strategichrinc.com/wp-content/uploads/2023/11/LOGO-Clark-Schaefer-Strategic-HR-10-23.pngSammie Osborne2021-02-23 14:54:162022-10-21 11:43:22How to Re-Energize Your Team Through Training & Development
At a time when we have so much of our workforce working remotely, we want to ensure that we’re keeping them engaged and moving our business forward. We want to offer training and development options, but we have a limited budget and we’re not sure where to start. Can you help?
HR Answer:
With the recent dramatic rise in remote workers, many organizations are grappling with how to engage and continue to develop their workforce. There are several good options- even with a small budget. To get started, you will need to determine what training and development are needed. Conducting a training needs analysis can identify gaps. According to the Society for Human Resources Management (SHRM), a training needs analysis, “involves collecting information to determine if a training need exists and, if so, what kind of training is required to meet this need.” Through your analysis, you should seek to understand why the need exists. Sometimes, the problem may not lie in a lack of training provided, but it could shine a light on ineffectiveness in your training. Or, you might learn that a worker has indeed received training, but they haven’t put the training into practice. In that case, you may want to consider tying training completion and new skill implementation to compensation and/or performance management.
As you identify development needs, be sure that they align with organizational goals. This typically involves reviewing each employee to assess any gaps in skills and knowledge. It’s important to consider organizational goals as well as employee goals and any potential succession plans when conducting this review.
Once you have identified training needs, then you will focus on how to meet those needs. This can be accomplished in many ways, but here are suggestions for a few places to start:
Lunch and Learns – Is there someone on the team with the knowledge you need that can conduct a training session for the team? This can prove to have value in a number of ways. The employees needing training will gain knowledge and feel valued that your company cares enough about them and their professional development to provide the training. The employee who conducts the training gains valuable experience presenting effectively and also feels recognized for having that knowledge. Best of all, this can be conducted remotely on a web conference system like Zoom or GoToMeeting.
Mentoring and Shadowing – This option again leverages the existing knowledge of your current employees. It is important to set expectations for both the mentor and the mentee to obtain buy-in and establish lines of communication. For the individual being mentored or who is shadowing, this option provides very specific job and company-related training they may not get through an outside source. This is also a chance for the mentor to be seen as a leader and to further develop their coaching and communication skills. Encouraging the mentor/mentee to connect weekly using web conference tools will help build the relationship and the benefits.
Professional Organizations – Industry or occupation related professional organizations can be a great resource for information, resources, and training. Many organizations offer live training sessions or webinars that are often included in a membership, in addition to online resources and newsletters/publications. Many organizations are offering a mix of live webinars and online programs.
E-Learning – E-learning can be another cost-effective training option. E-learning can be a great tool because the employee can often complete it at their own convenience. Most virtual platforms offer cell phone applications that allow the employee to complete training from all locations.
On-the-job Training – Look for organic opportunities within the organization to use a project as a learning opportunity for employees. Again, you can leverage email, text, phone calls, and web conference tools.
Cross Training – Cross training has numerous benefits for the organization. Individuals seeking professional development are gaining knowledge. Those who serve as trainers are recognized for their knowledge on the team. Also, employees feel valued that the company is willing to invest in them. On an organizational level, having employees cross-trained provides value and flexibility based on workload and needs.
For additional low-cost training and development options, check out this Forbes article. Keep in mind as you research and explore training options, it is always essential to consider the return on investment. While it may seem that there are minimal out of pocket expenses, there is still the investment of your employees’ time.
In today’s workforce, the opportunity to learn is essential to maintaining and retaining an engaged workforce. With a little creativity and a close look at the knowledge base available, any size company can provide effective and remote professional development.
Whether you are looking for e-learning opportunities or live training provided in-person and/or virtually, Strategic HR can help! We offer e-learning and online training helping you to create a safe and respectful workplace. In addition, we provide customized training to support and develop supervisors/managers, organizational culture, and emerging issues in the workplace – each designed to meet your desired goals and outcomes. If you would like more information, please contact us for customized training.
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Help! We are having some major issues with our managers delegating. They are either not delegating at all, therefore stressed, or they are delegating the wrong things to the wrong people. What guidance can I offer them?
Answer:
Delegation can be a tricky thing. When done right, it helps a manager to be more effective, allows employees to take on additional responsibility and expand their skill sets, and opens the door for additional opportunity for both. Handled improperly, it can wreak havoc in too many ways to count! A manager who is unable or unwilling to delegate may not be an effective manager, and they are denying themselves and their employees an opportunity.
Delegation is not without risks and challenges. Often, we hear, “How do I decide what to delegate?”; “It takes too long to explain it”; “I’ll just do it myself”; or “If someone else does it, it won’t be the way I like it.” All of these can be overcome with a little preparation. “Not delegating is straining your brain,” according to an article on SmallBizTrends.com. “CEOs who delegate have been shown to generate 33% more revenue than CEOs with low delegation skills.”
A key responsibility of managers is to develop their people. Delegation is a win/win in that area. The manager is showing a good employee that he/she is trusted with a little extra responsibility, as well as, providing a teaching opportunity for the employee. Yes, there is a small investment of time on the manager’s part, but it can pay off in the long run.
When delegating, there are a number of factors to consider:
Which employee has the skill to complete, or at least the ability to understand, what needs to be done?
Who will be impacted by delegating the task?
What are the risks of delegating or not delegating?
When a manager is evaluating his/her workload, he/she should consider, “Is this the best use of my time?” Tasks to delegate may be training a new employee, evaluating status of tasks or following a defined process. Tasks that should not be delegated include employee coaching/discipline, tasks that have a financial impact or that may require advanced knowledge.
Lastly, some steps of successful delegation that are key include:
Define the task
Determine the training needs of the individual or team that you’ve selected
Explain the “Why” – why is this task important and how does it impact the company?
Establish the deliverable and the deadline – set expectations
Communicate and check in
Provide feedback
As a manager, you can’t do it all, and nor should you. The ability to delegate is a key skill to have to be an effective manager. The end result can be a highly functioning team and a more engaged workforce. A win/win for all.
Does your management team have the ability to delegate effectively? Have they ever been trained on how? Strategic HR can help. Contact us today to learning more about our training options.
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With our low unemployment rates, it’s becoming increasingly difficult to find and keep skilled workers. What are some things I can do from a training and development perspective to reduce potential turnover?
Answer:
You’re smart to be concerned, and even smarter to take a proactive approach. Training and development is a key component to your retention strategy. Too often employers see training and development as a flexible benefit. During tough times, training and development is often cut back or eliminated. And, during busy times, organizations often find there isn’t enough time for training. However, one of the top reasons employees are leaving organizations is a lack of growth and development. So, now is your chance to show your commitment to those employees through training and development, which should help reduce potential turnover.
This starts with a dialog with employees and managers. Some tools that will help you gain insight include:
Poll or survey your managers and supervisors as to where they see training needs, both by department and by individual.
Talk with employees one on one to discuss on their interests career goals.
Using these tools, will provide you with ideas and suggestions for training and development in your organization. Some of the possible solutions may include:
General training across the organization (i.e. customer service, new technology)
Identification of external training or certification options
Succession planning and emerging leader programs
Development of a robust performance management system
Supervisory training
Company-wide training event – such as team building
A formal career development program
Mentoring, both the mentor and mentee grow and develop
All of these strategies, if they support the insights you gained in your conversations with the employees and managers, will help you demonstrate your long-term commitment to the employees and their careers. Your budget may dictate what approach you take, but not every option has to be costly. For example training can be done internally, conducted by the resident expert. Even mentoring is another low-cost way to engage employees, in a win-win environment. The mentor feels recognized for his/her experience and expertise, and the employee being mentored gains exposure and training that will help them with their next position.
The key to reducing potential turnover is incorporating training and development into your retention strategy. Using two way communication is essential to help identify needs, resources, and the best ways to implement a program. It sends the message that the company is looking ahead and recognizes that its employees play a key role in future success.
With the recovering economy are you worried your top performers will soon be leaving for a new and different opportunity? Are you looking for a retention method that will ALSO bolster your productivity levels and bottom line? Let Strategic HR help create and implement the perfect retention strategy via training and development. We have the expertise to conduct a Needs Assessment, Job Analysis, revamp your aging Job Descriptions and/or to recommend training options for your staff. Visit our Training and Development page to learn how we can help you implement a successful training session.
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We are looking at conducting some employee training. What are the merits of online training or live in-person training?
Answer:
We’ve been hearing this question a lot as companies struggle with managing their budgets to get the most value for their employee training. Online learning, also called e-learning, is often seen as being more economical, but is it as effective as a class attended in person? In HR speak, the answer is “it depends.” Online training can be more convenient, in that it eliminates the need for travel, even locally, for training. Participants can complete training without leaving the premises. Online learning can be done on demand at the convenience of the trainee. Participants can also revisit a module or section of the training if review is needed. This type of training can also allow for smaller segments to be completed at a time to allow the participant to stay focused.
Alternately, in-person allows for more interaction. If an individual is struggling to understand a concept, in-person training allows for easier questions and response to ensure understanding. In-person also allows the instructor to incorporate role plays and other exercises to solidify concepts. Physical interaction remains the best way to learn, communicate, and develop memories. There is value in the collective interaction among fellow students. Personal interaction with fellow students allows the opportunity for insights and perspectives to be gained. Face to face trainings allow for the experience to be not only heard, but also experienced with all senses and emotions.
An alternate employee training option is a blend of several types of training. A program that includes some learning via webinar or e-learning, combined with live training can achieve some of the benefits of both options.
Things to consider when selecting training:
Individual learning preferences
Topic and structure of the training class
Timeliness
How technology savvy is the individual? Are they comfortable using technology?
Size of the group
For any type of training there are some key elements for success.
Ensure that the leadership of the organization and the direct management are committed to employee training—this means allowing the employee time to complete the training undisturbed—whether done in person or electronically.
A manager must also follow up with the employee and reinforce the concepts learned, to ensure they are applied and retained.
An articleOnline Vs. In-Class Success gives additional resources, information, and helpful tips when determining the “right” training delivery method.
Get your Employee Training and Development program off to the right start by asking Strategic HR to help. We have the expertise to conduct a Needs Assessment and/or to recommend training options for your staff. Visit our Training and Development page to learn how we can help you implement a successful training program.
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Why does training sometimes not succeed or produce the expected results? How do I ensure our training programs will be beneficial and successful?
Answer:
Successful training programs are an essential tool that organizations must have in place to help employees continue to grow and develop. The type of training (in-house, on the job, out of house, etc.) depends on the specific need of the company and individuals being trained. The true need is the key to the success of training.
Before any type of training can be implemented, a needs assessment should be conducted to assess exactly what training is needed and why. The U.S Office of Personnel Management explains: The needs assessment should address resources needed to fulfill organizational mission, improve productivity, and provide quality products and services. Not every training will have this direct correlation; however, even professional growth opportunities have an indirect impact on an organization.
So, to develop successful training programs, a company needs to:
Begin by conducting a needs assessment.
Be able to tie the need for the training to the organization’s goals and objectives.
Obtain buy-in from management to support employees attending the training.
Provide effective communications to ensure employees understand the value of taking the time to attend the program.
Delivery of the training must be highly interactive and have some connection on how it can be used in the workplace. Once a program has been delivered, the training still cannot be measured for success until you determine if employees are indeed applying what they learned. All of these factors are needed for a training to succeed.
Remember, measure the value of your training from a cost benefit perspective and your return on investment. Keep in mind the cost of training can also include the cost of NOT training.
Is training your employees a goal for 2018? Get your Training and Development program off to the right start by asking Strategic HR to help. We have the expertise to conduct a Needs Assessment and/or to recommend training options for your staff. Visit our Training & Development page to learn how we can help you implement a successful training session.
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According to the OSHA Training Requirements, is it mandatory that I conduct practice evacuation drills as part of my company’s annual training?
HR Answer:
The Occupational Safety and Health Administration (OSHA) does not require employers to conduct drills at a certain frequency. However, it is recommended as part of a comprehensive Emergency Action Plan, which is required. OSHA standard 29 CFR 1910.38(a) outlines the requirement for written documentation, planning, and training for workplace emergencies, and as an employer, preparing for the ‘worst case’ is something you should want to do. In today’s world where we’ve seen an increase in active shooter incidents, unpredictable weather patterns, and wildfires, emergency preparedness will allow you and your employees to have a plan in place should you be impacted by some type of potentially hazardous situation.
How to Prepare Employees for Workplace Emergencies
Employers should consider evacuation plans as one small part of the required Emergency Action Plan and use them as the opportunity to practice. The drills could include evacuation due to a fire, chemical leak, or even a shelter in place in the event of an external chemical emergency.
OSHA’s Evacuation and Procedures e-tool provides step-by-step guidance to help you prepare your workplace for potential emergencies. In addition, this OSHA Workplace Emergencies Factsheet provides an outline of what is required. Once you have a plan in place, OSHA recommends that you review the plan with employees and hold practice drills “as often as necessary.” It is also advised to include outside resources such as fire and police departments when possible. OSHA recommends that after each drill you assess the effectiveness of the drill (and the plan) and make adjustments as needed.
How to Meet OSHA Training Requirements
Workplace safety training will vary depending on the type of business. Here are some important points to consider when deciding what types of training your employees need to meet OSHA Training Requirements and Standards:
Educate your employees about the types of emergencies that may occur and train them in the proper course of action.
The size of your workplace and workforce, processes used, materials handled, and the availability of onsite or outside resources will determine your training requirements.
Be sure all your employees understand the function and elements of your emergency action plan, including types of potential emergencies, reporting procedures, alarm systems, evacuation plans, and shutdown procedures.
Discuss any special hazards you may have onsite such as flammable materials, toxic chemicals, radioactive sources, or water-reactive substances.
Clearly communicate to your employees who will be in charge during an emergency to minimize confusion.
It is a good idea to keep a record of all safety and health training. Documentation can also supply an answer to one of the first questions an incident investigator will ask: “Did the employee receive adequate training to do the job?”
Emergency Action Plan Resources
OSHA has a number of outstanding resources to assist you in your planning process for an Emergency Action Plan, as well as all of the required OSHA standards. Free resources to help you with your safety training plans can be found in OSHA’s Training Resources and this updated booklet which outlines all of OSHA’s training-related requirements in one document.
Keep in mind that although drills are not required, a well-developed emergency plan with proper training (including drills) will result in fewer injuries and less confusion and chaos during an emergency. A well-organized response will help you, your employees, and your business to be in the best position to effectively handle an emergency.
Thank you to Patti Dunham, MBA, MA, SPHR, SHRM-SCP for updating this HR Question of the Week.
Are you overdue on harassment or other annual training? Does your current training curriculum need to be refreshed to reflect changes in company policy or legal requirements? Strategic HR has the expertise and resources to help. Visit our Training and Development page to learn more or Submit a Training Request.
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We conducted training recently, but it didn’t seem like anyone got anything out of it. What can we do to make the training more effective for our team?
HR Answer:
There are a number of reasons why training turns out to be ineffective, most of which can be addressed in the planning stages. Most importantly is to consider the needs of your audience. When evaluating training content be sure to look at:
Topic
Is your topic relevant to the participants, timely, and is new information provided? All of these are important. If you make every employee attend a seminar on benefits, when only 25% are eligible, that may not be the best use of time and resources. At the same time, offering the presentation three months before open enrollment would also be problematic (too far ahead). Consider the needs of your audience, and how a topic can be tailored to meet those needs.
Learning Styles
Everyone learns differently, whether auditory, visual or kinesthetic, and it is important to tailor a presentation to accommodate different learning styles. A combination of lecture, discussion, and activity can enhance the learning experience for everyone, and it is more likely to lead to better information retention.
Group Size
Depending on the topic, the group size may impact how effective training is. If you are discussing a topic with complex detail that participants will need to know and understand, breaking into smaller groups will give them more opportunity to ask questions and gain the insight they need.
Length of Presentation
The length of a presentation can dictate how in-depth you may be able to explore a topic. Determine what you are trying to accomplish with the training – just a broad overview, or a deep dive? That will dictate how long training should be. Conversely, if you know you only have 30 minutes, don’t pick a larger topic than you can cover effectively in that amount of time.
Needs Assessment
It is critical to match the training to the needs of the organization. While there is no one-size-fits-all formula for determining training needs, a needs assessment can be of great value on all levels to aid in doing so.
Timeliness
Timeliness is also important. If there is a deadline to implement a new process or policy, make sure the relevant employees are trained well in advance of that deadline, to allow time to address any questions or concerns.
Evaluation
This is a critical piece that should be built into the conclusion of all training. It’s important to assess how effective your training is from your employees’ perspectives. You can use this evaluation to assess their satisfaction with the training delivery, content, timeliness, and any other aspect of the experience on which you would like to gain feedback. You can also use the evaluation to briefly test their knowledge of your critical message to determine if they are indeed walking away with the information you had intended.
Finally, try to provide coverage while an employee or employees are attending training. This will help ease the stress of being away from the job. For more tips, check out the Top 10 Time Tips for Trainers.
For any organization, training is an investment in time, money, and resources. It can also be a tool for retention and rewards as well. Make sure you plan carefully for the audience’s needs to get the most bang for your buck!
During the pandemic, many organizations find themselves operating at different levels than their norm. If your team currently has a lighter workload, this can be a prime opportunity to provide training in areas you may have put off (i.e., workplace harassment, diversity, coaching, skills-specific). Strategic HR can help you in developing customized training to achieve your desired results, and we can lead both in-person and virtual training for you. For more information, visitTraining & Development, or simply contact us – we’d love to hear from you.
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We’re starting to take a look at our training programs for next year. What are the barriers to effective training and development? What can we do to make the training more effective for our team?
HR Answer:
There are a number of factors that may cause a training session to be a triumph or a “try again next time.” Rather than becoming overwhelmed by all of the variables that create successful training, we’ll break it down simply to identify the barriers to avoid during the planning stage, the delivery, and the follow-up of a training session.
Plan Ahead and Consider Your Audience
One barrier to effective training is the lack of good planning. It’s incredibly important to consider the needs of your audience throughout the entire planning process by doing the following:
Conduct a needs assessment
It is critical to match the training to the needs of your organization. While there is no one-size-fits-all formula for determining training needs, a needs assessment can be of great value on all levels to aid in doing so. Check out Strategic HR’s guide to “How to Conduct a Training Needs Analysis.”
Consider learning styles
Everyone learns differently. Some prefer learning visually through graphs, illustrations, videos, or watching an example, while others learn best auditorily by listening to instructions or listening to an audiobook; reading notes or writing down instructions; or kinesthetically by walking through the steps on their own. A combination of lecture, discussion, and activity can enhance the learning experience for everyone, and it is more likely to lead to better information retention.
Choose your topic wisely
Is your topic relevant to the participants, timely, and is new information being provided? All of these are important. If there’s a firm-wide update or new software, everyone should attend the training. But if there’s a niche update that will only impact one department, consider making that optional. Keeping the needs of your audience front of mind will help you build a topic that can be tailored to meet those needs.
Select the right learning group size
Depending on the topic, the group size may impact how effective training is. If you are discussing a topic with complex detail that participants will need to know and understand, breaking into smaller groups will give them more opportunities to ask questions and gain the insight they need.
Keep Things Moving – Make it a Dynamic Session
Other barriers to effective training can include choosing the wrong timing for training (too soon or too late), not providing the right building blocks to anchor the new knowledge, proving snooze-worthy training, or not choosing the appropriate length of time to adequately cover the topic. Here are some tips to address these barriers:
Timing is everything
If there is a deadline to implement a new process or policy, make sure the relevant employees are trained well in advance of that deadline to allow time to address any questions or concerns. If you require every employee to attend a seminar on benefits when only 25% are eligible, it may not be the best use of time and resources. On the other hand, offering the presentation three months before open enrollment would also be problematic because it is too far in advance.
Start with the right building blocks
Are you striving to make sure that your topic is digestible and will be retained? Think incrementally and layer the sequence of your program so that one topic or concept builds on what was learned in the previous topic. Ask yourself how you went about learning more complex concepts – what did you need to know first or what mental bridges needed to be built before you could completely understand something? That process will help you to develop the best flow for your training.
Use humor to make it fun
We’ve all sat through dry or straightforward training programs that fail to keep our interest. To keep your audience engaged and entertained, look for opportunities to add an appropriate joke, a funny story or comment, or a cartoon or video (when those materials can be used with the appropriate permissions, of course). When used effectively, it can reduce participant anxiety, boost their participation, and motivate them to focus. Remember that to be effective, comedy must complement the course material and not distract from it. And it should not be distasteful or offensive or it may interfere with the participants’ learning.
Choose your length of presentation carefully
The length of a presentation dictates how in-depth you may be able to explore a topic. Determine what you are trying to accomplish with the training – just a broad overview, or a deep dive? Conversely, if you know you only have 30 minutes, don’t pick a larger topic than you can cover effectively in that amount of time. No matter how long the presentation, try to provide coverage while an employee or employees are attending training. This will help ease the stress of being away from the job and help them to stay focused.
Don’t Forget the Follow-Up!
After you’ve taken the time and care to design and deliver valuable training, don’t let your good planning fizzle out before you reach the end zone. A common barrier to effective training occurs when you skip these valuable follow-up steps:
Give them a chance to practice
If there is an opportunity to take the lessons outside of the training room – whether that’s through behavior-based training, mentoring, job-shadowing, or taking on new responsibilities for a short period of time – it’s important to remember the variety of learning styles your audience may have and give them an opportunity to practice the lesson. Also, remember that application of newly gained skills is the key to retention of that knowledge.
Evaluate every time!
This is a critical piece that should be built into the conclusion of all training. It’s important to assess how effective your training is from your employees’ perspectives. You can use this evaluation to assess their satisfaction with the training delivery, content, timeliness, and any other aspect of the experience on which you would like to gain feedback. You can also use the evaluation to briefly test their knowledge of your critical message to determine if they are indeed walking away with the information you had intended.
For any organization, training is an investment in time, money, and resources. It can also be a tool for retention and rewards as well. Make sure you plan carefully for the audience’s needs to get the most bang for your buck!
Thank you to Terry Wilson, SPHR, SHRM-SCP, Training & Development Practice Manager, and Samantha Kelly, Sr. Sales & Marketing Strategist, for contributing to this HR Question of the Week.
The new year can be a prime opportunity to tackle the training that your team needs (i.e., workplace harassment, diversity, coaching, and skills-specific). Strategic HR can help you in developing customized training to achieve your desired results, and we can lead both in-person and virtual training for you. For more information, visit Training & Development, or simply contact us – we’d love to hear from you.
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HR Question:
