4 Steps to Master Core Requirements of New Era Training and Development

HR professionals in charge of training and development within organizations are facing increasingly complex tasks that require a diverse skill set. This includes skills in training needs analysis, course delivery, designing talent development mechanisms, and tracking training effectiveness. 

In the face of emerging learning trends such as digital learning and microlearning, we must contemplate how to plan training that meets future demands. The foremost task is to determine the key competencies employees must possess, not only to fulfill current needs but also to anticipate the strategic requirements of the company for the next 5-10 years. Let's find out with Aniday.

Evolving With The Times

As professionals in the field of training and development within organizations, the range of knowledge we need to acquire is continually expanding. Besides the expertise in training and development itself, we must navigate through training needs analysis, communication of courses for various functions, the design of mechanisms for the development of key talents, and the analysis of training effectiveness. Furthermore, we need to stay updated on learning trends, establish cross-platform digital learning strategies, and adapt to the habits of short videos and microlearning.

At the heart of it all, we remain the captains of training and development, responsible for charting a course to meet both current and future demands.

In this day and age where they are an abundant and plentiful amount of resources around us, how do we know which to prioritise and equip our internal employees with the relevant skills. When discussing the core functions, professional competencies, and managerial competencies crucial to the company with senior executives, we should not solely aim to meet current needs but rather concentrate on the company's strategic plan for the next 5-10 years. 

These are the competencies that employees need to continuously learn to stand out in the company; otherwise, they risk becoming obsolete. The company should establish a clear set of standards and regularly track these, allowing employees to understand what "good" means and how the company assesses learning outcomes.

Connecting Internal and External Resources to Achieve Leverage

There is a multitude of options for training and development resources in the market. From the company's perspective, the decision must be made regarding which core competencies to develop internally and which to collaborate on with external vendors, aiming to achieve synergies where 1 + 1 is greater than 2. Even with limited budgets, such decisions can stimulate internal discussions on what can be created collaboratively with colleagues, thereby producing training materials unique to the company.

Encouraging Employees to Voice Their Needs

For those core competencies not defined by the company but possibly focal points for employees, it is important to consider what assistance the company can provide and how effective mechanisms and policies can be established to allow employees to "proactively" apply for and engage in learning. Employees should have a platform to express why they need certain training, balancing between the company's core competencies and customized learning needs for employees.

Determining the Priority Order of Skills to Develop and Regularly Updating the Existing Framework

If the company already has an existing training and development framework, it is important to define which competencies are "required" and which are "optional." The objective is to ensure that all employees have access to training resources of consistent quality, without being hindered by the weakest link affecting business operations. 

Regular reviews with different levels of management are also necessary to confirm that the existing framework can meet rapidly changing business needs and is not merely a yearly training plan executed as scheduled. Safety is not enough; the goal is to have the entire team adapt and deliver.

Training and development is an incredibly challenging yet creative field within human resources. Regardless of the size of the company, industry characteristics, or cultural atmosphere, it is crucial to first confirm the core goal: what our employees truly need to learn and what abilities the company must propagate from the top down, without relying on others' hands. After this critical clarification, the subsequent framework, tools, and methodologies serve as the selection of the most suitable solution for current requirements.

In Summary

For those of us who wish to avoid becoming HR professionals who merely execute training courses year after year, the first step forward is to begin contemplating the questions mentioned above, gain support from senior executives, and confidently articulate why we are designing training in this manner. Aniday hopes this blog is helpful for you.