Tip # 1: Link Employee Development To Learning Delivery
Plans help employees improve current role, better prepare them for future interest (which is important in the context of succession planning) or both. While employee knowledge, skills and behavior gaps are usually identified in the performance assessment process (or 360 feedback process), learning delivery systems to close the gaps.
Learning for the sake of learning is ineffective policy. But learning to close the knowledge, skills and behavior gaps and to improve the employee’s contribution in current role or help employees better prepare for the future, is something quite different. The development and learning methods should be seamlessly connected to both the process and the underlying technology perspective. But only 29% of organizations have actually made this connection, with another 23% plan to within a year, according to a global survey of 300 HR leaders. [Note: This survey data must refer the report]
Effects connect these actions is significant. In the same survey, organizations that have related staff development and learning delivery reports
- Improved employees alignment to policy
- More quickly respond to changing business needs
- more revenue per employee
- Better internal talent mobility
- Improved labor productivity
Some key questions to consider when linking the development of employee learning delivery are:
1. The courses are set automatically presented to users in development their plans to facilitate training and seminars?
2. transition between the development of the employee organization and the Learning Management seamless user (such as the same user interface, look and feel, not give the user the impression disconnected process)?
3. Is the system integration effort and cost required to put development and program delivery together, or take all the necessary capabilities create a common technology platform that natively connects functions out of the box
Tip # 2: To coordinate and learning objectives
Part of the promise of an integrated talent management to improve alignment between labor activities and overall business strategy and objectives. This alignment is typically accomplished performance and goals. Managers and their controls are targets as part of the performance management process and align the goals of the organization. Also, Cascades organization goals down in the workforce. In both cases, it is often the case that employees need special training to achieve their goals
If the workers are not provided appropriate materials to complete objectives, the effects can be severe :.
- Poorly trained staff who can not achieve their goals
- organization is unable to complete the goals and objectives
- Sales at all levels due to frustration and the inability to complete the objectives of
Today, only 34% of organizations have linked learning and performance to make training a key component sights employees completed. In addition, 31% of organizations are planning to do so in 2011.
Part of the challenge in linking these actions have been technical in nature. Many companies continue to use multiple systems (such as transit systems, learning management systems) that are not incorporated. Yet many organizations continue to gravitate to a single platform solutions that natively connect functions such as learning, performance targets, the technical integration challenges can be eliminated. These single-platform solutions also make it much easier to report on key metrics such as efficiency programs performance where all data resides in a central repository. . With this data in hand, HR leaders are better equipped tomonitor and continuously improve their lessons and programs
Some key questions to consider when adapting learning activities to business objectives are:
1. Is the current study system allows you to dynamically link business goals and objectives with special education?
2. Does the system natively integrate learning, performance and objectives vis-à-vis the broader talent platform? If so, it is also offer powerful reporting and analytics capability that allows you to monitor and continuously improve processes and applications?
3. Is learning systems provide the ability to dynamically push content to users based on their goals? Can Assignment rules can be easily created to support this dynamic push
Tip # 3: Maintain Regulatory Compliance
Learning Management System (LMS) is an important system for managing compliance and certification training within the company. Without central measurement repository, and no way to report globally, organizations can quickly fall out of regulatory compliance. Potential negative effects from this, fines and work stoppages, not to mention the high costs and costs associated with managing compliance activities and reporting manual fashion.
skills also play a key role, especially from the quality standards (eg ISO 9000) perspective. A challenging skill-based training program is a key mechanism to ensure continued compliance with quality standards. As such, management competence plays a key role in learning management strategies. The system employed, if LMS or broader talent management platform, will launch a flexible fit library that central part that is seamlessly exposed all other functions within or system.
Some key questions to consider to maintain regulatory compliance are:
1. Can go broke automatically assigned to new hires as part of the on-boarding process? Can trigger and alerts occur automatically inform employees when they need refresher training?
2. Is the current education system provides a library of pre-defined skills? Does it provide tools to manage skills, including fitness classes, support the definition, conduct, on-the-job activities and development opportunities? You can easily transfer your current skills in the system?
3. Is learning system is robust reporting and analytics capabilities to facilitate reporting? Does it come with out-of-box standard reports? And complex reporting and analytics engine used so that non-technical users can run their own reports them without intervention
Tip # 4: Track Learning success for the organization
In many organizations, there is no systematic way to monitor the impact of programs on organizational outcomes. These results can be labor productivity or even individual performance. In fact, only 21% of
institutions are now measure the impact of training on performance, with
another 34% plan to do so by 2011. A total fares learning program efficiency somewhat better, 35% of organizations now measure overall program efficiency.
- The effect of not tracking study efficiency can be significant
- Money spent on ineffective inappropriate curricula and courses
- Employees spend time courses are not binding
- Inability to distinguish between the courses are working and which are not
Part of the challenge lies in the fact that data is spread out in various silos across the organization and there is no common employee system files. A single, fully connected talent platform that covers the gamut of HR functions and procedures, including training, can reduce some of the problems where the data is all in one place. And with powerful analytics and reporting functions, previously unavailable insight can be gained
By moving to more measurement-oriented approach to learning, organizations can realize numerous benefits :.
- Spend time and resources on effective courses
- eliminate or change ineffective courses
- Distributed training budgets more accurate
- Increase employee engagement (employees are not wasting time in fruitless course)
Some key questions to consider to monitor learning effectiveness of the organization are:
1 . Is the current education system leverage your powerful and industry standard analytics engine that provides interactive graphical display of all the documents?
2. Extraction system complexity out of analytics engine so that non-technical users can make their own its analysis via an intuitive, web-based interface?
3. Are you able to handle reporting and analysis of modules? For example, you can easily gather insight into more strategic metrics such as the impact of training on performance?
4. Is analytics system reducing administrative costs by leveraging the same comprehensive services access rights and rules as the teaching so that security need only be established once
Tip # 5 😕 Create Seamless the Boarding Plans for Employees
effective new hire orientation and such program is necessary to ensure long-term success of new employees. Yet workers – and their managers in many cases – often find it difficult to know which training courses to take, especially if development planning is not part of the on-board process. Therefore, a lot of time and frustration may occur early in the process of a new employee within the organization, which can lead to early involvement deficit or even increased turnover.
Today, only 32% of organizations have linked learning by engagement and on board to facilitate the automatic scheduling courses for new hires. Just 46% of organizations have no plans to connect the process at all. To fully understand the impact of integrated education and hiring / on board, a global survey of HR leaders found that organizations that have specifically made connections notification report
- Improved employees alignment to policy
- Better internal talent mobility
- Decreased voluntary turnover
- Fix the table (time-to-productivity)
- Improved labor productivity
This data reinforces the importance of integrating diverse talent functions and function as one platform HR solutions can play a facilitating integration. Single platform solutions also make it much easier to report on and analyze key cross-functional metrics such as on-board efficiency
Some key questions to consider creating a seamless on-board programs for employees are :.
1. Can the courses and curriculum automatically assigned to new hires as part of the on-boarding process? This is especially important to meet.
2. Make new hires have transparent evident in the table plans, including education and training, so that expectations are aligned from the beginning?
3. Is the current education system have the ability to measure the impact of programs to recruit and such efficiency (eg time to productivity, voluntary turnover, recruitment participation)?
To get the most out of the program management of your investments, connect and adjust apparently disparate HR and talent functions is essential. Learning, development, performance and objectives, and recruiting and such. Everyone must come together seamlessly to fully realize the benefits of learning driven culture. Single platform solutions that natively connect all these features easy connectivity, and also provide a system to measure, analyze, and have deep analytic view of the function
To reduce five tips for learning management :.
1. Link Employee Development in Learning Delivery
2. Coordinate and learning objectives
3. Maintain Regulatory Compliance
4. Track Learning success for the organization
5. Create Seamless On-board program for employees