The following dialogue between a CFO and a CEO has become somewhat of a proverb in corporate sector:
CFO: What happens if we train employees and they leave?
CEO: What happens if we don’t and they stay?”
As Ahmad Fuad – a corporate training specialist – points out, this dialogue is one of the top reasons organisations ensure the continuous development of their learners.
However, he points out that while structural changes, movements and rotations of learners are a way of giving them a holistic picture of the organisation, the reluctance of some departments to do this can hurt this process.
“The problem is that organisations do not do it frequently as there are some core departments that are not willing to rotate their team members because of their technical competencies, and other non-core departments are too complacent to welcome changes,” Fuad told The Nation.
Thankfully, the 3E development model (Experience, Exposure and Education) can rescue organisations and make sure that learners remain seen as valuable contributors to the team.
“All of the E’s are important, however HR and line management should reorder them according to the learning styles of their employees,” Fuad explained.
“Moreover, they must remember that digitalisation has made significant changes in training design.”
Don’t ‘bombard’ your learners
Fuad said that from augmented reality training to “gamification”, L&D has taken some exciting turns. However, he cautioned that it can be challenging to keep trainees engaged in a distant learning course.
“This is exactly where eLearning struggles. The course designer needs to ensure that the employees should get what they need and they should enjoy their learning activity. Bombardment of [even relevant] information would hurt the purpose,” he said.
“Organisations need to be mindful about the content that is being delivered. It would be a disaster otherwise.”
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