Training ‘must look beyond transactional functions’

by Brett Henebery05 May 2017
As the employment landscape continues to evolve at a rapid rate, so does the way people want, and expect, to work.

Organisational structures are changing, as is the traditional career ladder, and forward-thinking companies are realising the importance of rethinking their approach in order to hold onto their high-performing staff and attract new talent.

As a result, organisations are under pressure to help to improve the employee experience and build cultures that foster wide scale staff engagement.

Mike Bollinger, Global VP, Thought Leadership & Advisory Services at Cornerstone OnDemand, told HRM Canada that the modern employee’s needs are different and that organisations must “think beyond transactional functions”.

“Each person has their own individual career aspirations and targets, they want to be engaged, and they expect to be helped in developing their strengths,” he said.

As such, Bollinger says organisations need to play an active role in aiding each employee’s personal growth.

When having conversations on the topic of shifting employee needs, Bollinger often hears the same question from: where do I start? When he hears that question,

Bollinger says leaders should begin developing productive relationships with the people who have the biggest impact on the workforce: first level leaders and managers.

Organisational culture is another factor in preparing staff for the future.

Susanne DiCocco, partner of people and change services at KPMG Canada, says there needs to be an organisation wide cultural shift to truly ensure that a given company’s employees are agile and flexible.

“If we examine organisations that are the best at doing this, it starts with leadership recognizing that we operate in an environment that changes at a fast pace and disruption is always around the corner,” she told HRM Canada.

According to DiCocco – who’s also a qualified executive coach – an agile culture starts with leadership setting the tone with both behaviours and performance metrics.

“Setting the example on demonstrated behaviours from leaders and underpinned with metrics that reward the desired behaviours is key,” she said.

“As an example, if you want to promote innovation, make sure you have positive metrics that reward innovation and risk and not punitive metrics based on success or failure. If you want a collaborative culture, ensure your metrics reward team behaviours and not focus on individual rewards.”

The above interviews were featured in L&D Professional’s sister publication, HRM Canada