What learners love most about work

by L&D16 Feb 2017
The 2017 Employee Engagement Report, released by leading employee engagement platform Tinypulse, found that when it comes to what learners love about work, L&D tops the list.

According to the research, 61% of employees valued support from their organisation toward their pursuit of personal and professional goals.

The report also found that transparency from management in terms of long-term opportunities, promotions and development drive employee satisfaction.

However – as outlined in the below key findings from the report – when it comes to areas such as performance reviews, prospects for career progression and managerial transparency, the picture is somewhat bleak.

Key findings:
  • 79% of employees did not think their organisation’s performance review process was very helpful.
  • 26% of employees saw adequate opportunities for career growth, while 50% of managers felt this way.
  • Half of employees believed their career path and promotions were clear, while 62% of managers believed the same.
  • 25% of employees felt management was being transparent, while 42% of managers think they’re an open book.
  • Only one in four employees felt valued at work, and nearly the same number feel connected to their peers.

L&D increasingly crucial in the workplace
The importance of L&D in the workplace has also been highlighted in other recent reports, namely the 2017 Workplace Learning Report, which found that 69% of organisations see talent as their top priority.

“Developing employees is important to executives, but demonstrating business value proves challenging. 80% of L&D pros agree that developing employees is top-of-mind for the executive team,” the report stated.

“Yet L&D pros are challenged with limited budgets, small teams, and a gap in demonstrating return on investment (ROI). To tackle these challenges L&D must demonstrate business impact.”
Steve Hoskins, managing director of Stop At Nothing (SAN) Australia, says the main challenge for L&D professionals is getting leaders in their organisations – such as C-level, board, management team leaders – to see that the previously coined ‘soft-skills’ of the people that work with and for them are far more important that the ‘hard skills’ and on-the-job knowledge.

“People leave people, not companies. People are attracted to companies for what they represent, what they make…what they do…what they represent,” he told L&D Professional.


Related stories:
Study reveals top workplace priority for 2017
Organisations not seeing L&D impact
 

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