Employees today are no longer prioritising competitive pay above everything else.
Instead, they want a clear pathway to progression. Opportunities to learn and develop, hone their experience, and feel nurtured and supported. People are pursuing greater purposes in their working lives, seeking fulfilment and satisfaction.
Almost all (92%) workers would consider a lack of workplace training to be a dealbreaker, favouring employers who prioritise it.
Employers must bear this in mind, especially in the current recruitment market, with staff turnover at a record high and over three-quarters of businesses struggling to fill vacancies.
Alan Price, CEO at BrightHR, says:
“The Great Resignation forced employers to think creatively. In a post-pandemic world, many may say that employees are in the driving seat, so it’s important to understand exactly what it is that people are looking for in a job. It’s really in an employer’s best interest to provide learning and development opportunities for their teams.
“The Great Upskill is the perfect way for employers to turn the tide, ensuring their employees are happy, motivated and have a clear development plan in place with opportunities to progress within the business.
“Workplace learning and development is no longer just a nice-to-have or a box-ticking exercise. It’s a necessity to protect against business stagnation and high employee turnover. Done right, upskilling the workforce will empower them and take your business to the next level. Some businesses may have concerns about the cost or administrative burden that this may bring…but they shouldn’t worry.
“E-learning makes it easier than ever to access training materials on the go, in the office, at home, whenever. E-learning platforms mean you can provide tailored learning, making it a more inclusive option than traditional methods. They also allow people to learn at their own pace. Gone are the days of having to sit through a day-long seminar. Courses can be consumed in bitesize chunks, completed at a time that best suits the employee around their work responsibilities, with the ability to revisit materials where extra support is required.
“However for e-learning programmes to be a success, it’s essential for employees to see the benefits. Understand that people learn at different rates and in different ways. What might be of interest to one person will be another’s idea of a snooze fest. Feedback is important and there’s no one size fits all approach.
“Take onboard comments that can help you provide a more tailored and inclusive experience for employees. Be mindful that some people may struggle with technology and need extra support if they are new to e-learning. Be sure to outline the reasons why the business is promoting e-learning.
“1-2-1 sessions should be part of each employee’s development plan, taking the opportunity to decide on and implement a programme of learning that is right for them, considering their individual interests and goals. Set realistic targets for completion of courses, with a timeframe designed to keep motivation and engagement levels high.
“Soft skills are often overlooked but can form a key part of your e-learning provision. Courses on time management, leadership skills, assertiveness, and public speaking can be incredibly useful in day-to-day life – both at work and outside of it. Diversity and inclusion training is particularly important and can drastically reduce the risk of discrimination claims arising. Similarly, training on sustainability and environmental responsibility is key, with over a third (35%) of employees saying they would only work for an employer who prioritises these issues.
“Lastly, ensure that employees are suitably rewarded when completing courses. A certificate, a shout-out in a team meeting, and reflections in pay awards and benefits will go a long way in establishing your e-learning as a worthwhile activity that favours both parties.”
Amelia Brand is the Editor for HRreview, and host of the HR in Review podcast series. With a Master’s degree in Legal and Political Theory, her particular interests within HR include employment law, DE&I, and wellbeing within the workplace. Prior to working with HRreview, Amelia was Sub-Editor of a magazine, and Editor of the Environmental Justice Project at University College London, writing and overseeing articles into UCL’s weekly newsletter. Her previous academic work has focused on philosophy, politics and law, with a special focus on how artificial intelligence will feature in the future.
- Amelia Brand
- Amelia Brand
- Amelia Brand
- Amelia Brand
