Individualized and customized learning and development in today's modern workplace can make a significant difference with employee engagement when done properly.
I regularly speak on the issues of employment and human rights law, but it turns out that lawyers really do end up with a warped view of the world.
Yesterday I spoke on a panel of HR and people-management thought leaders: David D’Souza, Anna Petosa and Shaun Scott, moderated by Chris Taylor of Actionable. I was the only lawyer on the panel, which makes sense since lawyers are not typically people-management thought leaders. In fact, I was surprised at how divergent some of our views were.
The modern workplace requires innovation, agility and creativity when it comes to employee engagement, learning and development, how to accept and embrace the high turnover, gig economy, and how to stop generalizing generations. I agree with this, and believe an organization will only grow and thrive when it can figure out how to engage all individuals, not just certain demographics or generations.
My co-panelists rightly emphasised the benefit of individualized and customized learning and development, the value of more frequent, less formal feedback, and the role of peer mentoring and review. These aspects of a forward-thinking workplace each help with attracting talent, retaining that talent and infusing the organization with knowledge and expertise.
So what do you do when an individual employment relationship goes south? This is where the dour lawyer comes in. All those informal meetings providing career development feedback are great. Are they written down? Are expectations mutual, or is the organization inadvertently trying to use these interactions as focus groups for long term workforce development? If so, are these conversations and the soliciting of what will engage and satisfy an employee creating expectations to which the employee believes they are now entitled? When ideas are raised, are they agreed to, or do both sides of the table understand this may be just a brainstorming session? Is bespoke learning and development modifying the contractual relationship by adding on new duties, augmenting a role, providing greater responsibility – but no increase in pay?
Article Spotted by : Louise Burden
Article Written by : Lisa Stam / Photo by: Daria Shevtsova
Article Published : POSTED IN EMPLOYER RESOURCES, HR, TERMINATION OF EMPLOYMENT, WORKPLACE POLICIES/ June 8 2017
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