Phyllis Weiss Haserot's
Organizational Effectiveness Issue of the Month
RESURGENCE OF INTEREST
IN TRAINING AND COACHING
February 2004
Recently the number of calls I've been getting for training and coaching
has been increasing, particularly for young professionals. Whether along
with an upturn in the economy or just better awareness of the value, more
firms are recognizing market realities and are taking professional development
responsibilities more seriously. It's not a new phenomenon that an important
benefit of working for most sizable employers is the opportunity for professional
and personal growth, whether through formal training programs or more
informal means such as personal coaching by a supervisor, on-the-job experience,
informal mentoring or stretch assignments. Formal professional development
may be delivered though seminars, cross-training, and classes provided
by the firm or external sponsors, external coaches and mentors. In any
case, the desired result is both increased knowledge, skill, and engagement
in the work as well as a bond to the employer organization.
A study conducted by the Society for Human Resources Management (SHRM) reported in Human Resource Executive Magazine found that 37 percent of 428 human resource professionals surveyed had increased training to prepare for the skilled worker shortages forecast by 2010 and expected to be apparent before that. Demographics and the economic demand predicted as we witness the turnaround leads to the conclusion that there is no denying the upcoming shortage of the most desired, highly skilled knowledge workers. So what is being done? What is being done at your firm?
Another problem is lack of compelling engagement in work and strong commitment to the employer. A Towers Perrin study found that almost 20 percent of the workforce was not "connected psychologically" to their employers. That indicates a need for building stronger interpersonal relationships at and through all levels of an organization - and that needs to be an important part of training and development of talent. The Herman Trend Alert advises that companies will bring in more trainers and coaches to integrate learning with personal engagement and to follow up with learners and managers to assure follow-through to professional and career development.
Beyond that and linked to it, managers at all levels will be evaluated on "their effectiveness in using training to improve performance and employee retention." What that means is that their success in developing and retaining talent will be measured and become a part of their performance evaluation and, ultimately, compensation, to give it teeth. So far, this is rare in professional service firms, but it will be instituted as pressure from clients increases.
Many firms, particularly those not in the top tiers by size, have looked to larger firms to train young professionals and then hire them laterally. This trend has been growing, since clients refuse to absorb any costs for on-the -job training. That strategy may work for training in technical skills, but it doesn't take care of the personal engagement factor and bonding with the firm. For that, training and coaching from the firm or specially hired consultants and coaches are needed.
ALTERNATIVE APPROACHES
Available technology and the preferences and attention span of young
professionals and knowledge workers require savvy choices about how to
deliver the training and assure professional development in soft skills
as well as fulfill the engagement and bonding expectation. The many choices
now available include:
* in-person training (traditional)
* online interactive training (see http://www.crkilearn.com/promotions/427196681
)
* blended learning (a combination of in-person workshop or classroom and
web-based training)
* individual coaching
* group coaching
* tele-classes
The youngest generation in the workplace now and entering for the next several years, known as the Millennials or Generation Y, have somewhat different ways of relating to each other and the media than previous generations. They won't sit still for being "lectured at" and want to be actively engaged in their learning. They are accustomed to and are attracted to rapidly changing images, hyperlinking, play both in learning and outside activities, and built-in opportunities for achievement with immediate feedback. Gaming and simulations are being incorporated into their learning to keep their attention. Designers of training components need to incorporate their language/vocabulary in a way that is engaging but not condescending or obviously an afterthought.
The problem of disengagement has been recognized by The Conference Board, a research and conference institution with a strong corporate member base. A conference scheduled for June 2004 is subtitled "Driving Business Performance with Engaged and Resilient People." A session on making work "work," aims to provide "compelling, hard-nosed economic evidence to address engagement to build resilient companies. . ."
In all, there are formidable training and coaching challenges that must be met.
© Phyllis Weiss Haserot, 2004. All rights reserved. _____________________________________________________________________________
Interested in group, team or individual workplace coaching? Trying
to generate more business? Deal more successfully with the internal dynamics
of your firm or practice group? Learn to use your own style to succeed?
Studies show that coaching increases skill development by 88%! Explore
your, or your colleagues', needs for bringing in more business, navigating
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for people aspiring to leadership positions in their organizations.
______________________________________________________________________________
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