Employee development and the Peter Principle: Why your managers keep messing up

| February 14, 2019

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That’s the basic tenet of The Peter Principle, a mostly satirical discussion on the inevitable failings of management. Who better than Workable’s top manager, CEO Nikos Moraitakis, to offer commentary? Some backstory first: Nikos and CTO Spyros Magiatis launched Workable in 2012 to meet the growing need for more streamlined recruitment software the software has now helped more than 20,000 customers hire 50 million candidates and continues to grow to this very day with existing users in more than 100 countries.

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BI WORLDWIDE is a global engagement agency that uses the principles of behavioral economics to produce measurable business results by designing and delivering solutions that engage employees, channel partners and customers. We bring a global reach with offices in the U.S., Australia, Canada, China, Latin America, India, and the United Kingdom.

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5 Ingredients to Supercharge Learning & Development in 2022

Article | October 28, 2021

2020 was a watershed year for learning and development. Quality development programs have always been an integral part of HR management, but beyond 2020 they were no longer supplementary. Instead, L&D became indispensable and digitally centered as organizations found themselves in an unknown business territory. Earlier, HR professionals faced a myriad of challenges. From engaging learners and addressing the needs of a multi-generational workforce to pushing new tools and technology and making a business case for L&D initiatives, the gaps were many. The pandemic-led transformation has made organizations more open to L&D training innovations. Employees are in dire need of an improved L&D approach that mitigates the impact of the new normal, and more and more organizations are discovering the opportunity to leverage this challenge. Due to this, the role of HR in L&D has turned a corner. It is all about managing interactivity and engagement. But it is also about expediting the learning process, entrenching L&D deeper in the HR framework, and preparing for a changed future. In the backdrop of this, here is how you can supercharge L&D in your organization to nurture proficiency and workforce competency in 2022. Revamping the 70/20/10 Learning Model A popular learning approach, the 70/20/10 model, is widely used across many organizations to maximize new L&D programs. Its guidelines are based on the concept that work delivers 70% of learning while peer-to-peer training and formal programs make up 20% and 10% learning, respectively. Thus, for L&D programs to be effective, this is the composition that an organization must follow. If you have been following this model, it is time to take a step back. According to a Bureau of Labor Statistics study in the 1980s, 55% of workers require specialized training to qualify for their role. In addition, 28% of that training comes from on-the-job learning. A study by Clardy in 2018 found that for some jobs, years of formal training are necessary, while for others, learning occurs despite the lack of formal training. The final verdict is that there is no one-size-fits-all. The function must be used to decide the ratio of formal, informal, and job-based learning. Taking a more proactive role in structuring all learning outside of formal L&D programs will ensure a more integrated L&D strategy that is as future-ready as it is effective right now. Goodbye Classroom-only Learning, Hello Virtual Classrooms An L&D transformation without a systemic change in delivery method is a requirement today. For too long, classroom training and workshops were the primary methods of L&D, and they may have run their due course. The priority for HR in 2022 is to embed a digital-first approach and sync upskilling opportunities with virtual tools. While everything went suddenly remote, the significance of virtual learning only increased. With the need for flexible and cross-functional skillsets, organizations can no longer disseminate specialized training with only specific roles. HR must focus on embedding digital learning opportunities that engage the workforce wherever they are. Refining current training methods to include virtual classrooms that can seamlessly fit into the overall L&D framework will prove to be practical in the long run. Learning Communities - A Precursor to Faster Learning Knowledge retention is one of the most common challenges of L&D. Learners are reported to forget over 70% of what they learn within 24 hours. A social dynamic to training and development could expedite the process and reduce the learning curve. While peer-to-peer learning is a substantial component of L&D, HR must make it a more intentional aspect by cultivating learning communities. A fair mix of interactive live classes, on-demand content, and training interaction makes for engaging and fast learning. In addition, learning in groups is reported to increase content consumption rate. This means learning groups grasp more, retain faster, and continue to learn. HR can use communities to bring together people with shared goals and deliver specialized learning opportunities. For instance, with mentoring, collective upskilling, and group training with professional coaches, HR can ensure real-time improvement of organizational skillsets. Making the Most of Gamification of L&D L&D plays a significant role in employee retention. According to a recent Linkedin study, 70% of workers find learning opportunities a significant factor in their decision to stay at their current job. Gamification of L&D can do much to enhance engagement and, in turn, retention. In a remote work landscape, this could prove to be game-changing for organizations that want to ramp up their L&D initiatives. Here are just some of the components of gamification to adopt into your L&D strategy: Point system: With a point system, learners can measure their progress and earn more points while learning. It can also indicate their level of skillfulness in their L&D environment Badges: By ascertaining certain milestones in learning, badges do the job of positive reinforcement. With a tangible token, learners are encouraged to continue their learning. Leaderboards: Leaderboards add an element of competitiveness. Learning thrives in an environment where healthy competition is encouraged, and there is a sense of recognition. Levels: Like points, levels allow users to display the depth of their progress. It also helps maintain interest and allows organizations to tap into the learner’s motivations. Rewards: Rewards activate the extrinsic motivations of learners. Physical rewards like vouchers, cash prizes, and even holidays can take L&D initiatives a notch higher. User Experience - Setting the Stage As the digital-first approach becomes the norm, one must also touch on the user-experience side of HR technology. Without a sleek, friendly, and relevant user experience, the adoption of any L&D tool will lose steam. User experience is at the heart of learning. The design of an LMS can either hamper learning or enhance it. Simple changes like the medium of instruction, the platform it is delivered on, and the method used to deliver it (audio, visual, written etc.) can increase engagement. The better the user experience, the better the pace and depth of learning. User experience also allows HR leaders to ensure lessons are more interactive. With a shift to new mediums like podcasts and MOOCs, functionality is paramount. Delivering a UX feel that is designed keeping in mind the end-user may be a vital piece in the puzzle of new-age LMS. To rehash It is time to accelerate innovation in L&D and to refine the current L&D approach at the same time. As multi-faceted learning becomes a focal point , revisiting old learning models and incorporating new digital tactics will supercharge your L&D strategy. With these tweaks, you can expect to yield returns that are directly measurable in your organization’s ROI. Frequently Asked Questions What is the primary role of HR in L&D? HR is responsible for identifying each employee’s learning needs regarding their job role and designing a range of learning and development programs that address day-to-day duties and responsibilities. What are some everyday L&D activities? Some traditional L&D activities include seminars, workshops, job shadowing, coaching, and mentoring. L&D can also be promoted through virtual classrooms, Learning Management Systems (LMS), and open online courses. Do you need an L&D team? It differs from organization to organization. However, you can assess if you need an L&D team if you need to design an L&D strategy from the ground up. An L&D team does an administrative review, a function and competency analysis, and an employee analysis to determine your organization’s specific L&D requirement. { "@context": "https://schema.org", "@type": "FAQPage", "mainEntity": [{ "@type": "Question", "name": "What is the primary role of HR in L&D?", "acceptedAnswer": { "@type": "Answer", "text": "Airline businesses must have a robust plan which establishes the core of business aviation. The future is for market leaders. How they will manage roles and responsibilities responding HR is responsible for identifying each employee’s learning needs regarding their job role and designing a range of learning and development programs that address day-to-day duties and responsibilities." } },{ "@type": "Question", "name": "What are some everyday L&D activities?", "acceptedAnswer": { "@type": "Answer", "text": "Some traditional L&D activities include seminars, workshops, job shadowing, coaching, and mentoring. L&D can also be promoted through virtual classrooms, Learning Management Systems (LMS), and open online courses." } },{ "@type": "Question", "name": "Do you need an L&D team?", "acceptedAnswer": { "@type": "Answer", "text": "It differs from organization to organization. However, you can assess if you need an L&D team if you need to design an L&D strategy from the ground up. An L&D team does an administrative review, a function and competency analysis, and an employee analysis to determine your organization’s specific L&D requirement." } }] }

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Performance management: how to get the best from your team

Article | October 28, 2021

Performance is about more than technical skills – teamwork, engagement and leadership have as much, if not more, influence on business outcomes. Saving managers time in the process of managing their team by automating basic tasks and helping them become better coaches has enabled one company we work with to improve their team’s performance by 22% in less than six months. Today I’ll take you through their journey.

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How To Design An Effective Employee Onboarding Experience With An LXP

Article | October 28, 2021

Successful onboarding is the key to getting new employees off to the right start. Get it right and your investment in talent pays off. Get it wrong and you risk losing people you just hired. An LXP can enhance the onboarding experience of new employees, but you need to make sure you use it effectively. Studies show how good onboarding can make the difference between new hires staying and not. But often onboarding is simply ineffectual—no more than a box-ticking exercise. But badly handled it can make a new employee feel isolated.

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Great training is key to creating a positive employee experience

Article | October 28, 2021

You’d love to have employees working for you who are the type that always want to learn new things and grow, right? Right. Engaged employees spend more of their time working to improve their performance through training and development. They are the type of workers every company wants, and they expect their employers to create a positive experience for them by matching their ambition with effective training. For firms and HR professionals trying to create a positive employee experience, it’s essential that your team of in-house trainers is ready to lead the way.

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Spotlight

BI WORLDWIDE

BI WORLDWIDE is a global engagement agency that uses the principles of behavioral economics to produce measurable business results by designing and delivering solutions that engage employees, channel partners and customers. We bring a global reach with offices in the U.S., Australia, Canada, China, Latin America, India, and the United Kingdom.

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