Seminario web a pedido

Sharpening Professional Skills in Today’s World of Work

HR professionals know that an organization is only as good as its people. But how can you keep employees engaged, developing, and feeling fulfilled while also staying on top of other pressing tasks?

With the rise of resignations and a competitive talent market, there is an increased need to lessen the administrative burden and create a continuous learning culture that is easier to maintain.

In this session, Organic Valley discusses how they built a program for building skills that is simple, engaging, and sustainable by pivoting to a more self-directed approach.

You’ll learn how to:

  • Make a cultural change from employees perceiving their value as what they do to what they are capable of
  • Use tools and resources to drive content engagement and value
  • Keep the momentum going for learning and development while also freeing up managers to focus on other strategic tasks

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Spotlight on Electrolux and Ageas: Preparing for and maintaining impactful learning programs

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Spotlight on Electrolux and Ageas: Preparing for and maintaining impactful learning programs

Driving business outcomes from an investment in learning content requires an engagement strategy that makes learning materials available and accessible to employees. Organizations need to launch and maintain learning programs effectively to ensure they have maximum impact on both employees and the business as a whole. Both Ageas and Electrolux have successfully launched digital learning programs, each taking steps to maintain and sustain engagement. How did Electrolux prepare to launch its learning campaign? Electrolux manages organizational learning and knowledge management with formal learning networks, Internet-based knowledge, as well as a company-own education facility. Learner engagement is one of the most important aspects for Electrolux to continuously develop talents. Therefore, Electrolux offers a plan for a learner engagement campaign that includes four main steps. 1) Knowing your audience Electrolux conducted interviews with employees to ensure the company's learning and development strategy would meet their needs. In doing so, the company was able to connect learning content with the right audience. 2) Connecting it to your brand Electrolux believes using familiar, consistent branding helps make learning more memorable to create a long-term impact on its employees' behaviors. 3) Make it relevant and engaging Based on external and internal insights, Electrolux discovered that more frequent quarterly learner programs cultivated higher levels of employee engagement than one large campaign launch. Employees were also awarded badges for each completed course, with leader boards to gamify the learning experience and motivate employees to participate. 4. Track performance for key insights Electrolux tracked and used metrics from the program to gain deeper insights about its course completion rates. Using a previous campaign as a benchmark, Electrolux found that the success of their new learning strategy exceeded expectations. How did Ageas build an impactful learning content strategy? Ageas launched its digital learning platform two years ago but has always been conscious not to overwhelm employees with its vast library of learning material available. Ageas adopted a three-pillar strategy to reduce unnecessary noise and guide its people to the right learning content to spur their growth and development. 1) Generate one voice Key messages were planned each month from business, well-being and learning perspectives. These key messages were conveyed through links and content shared on Ageas's digital platform to ensure messaging was aligned and consistent. 2) Make it relevant Ageas created its own competency framework to guide learners and help connect them with the most relevant learning materials. One such framework is "Technical Heroes," which consists of nine core competencies that employees see right away on the landing page, each with links to relevant materials. By specifying the key areas of development and making learning material easy to access and navigate, learners are able to focus on what is most relevant to them. 3) Weave learning content into the digital onboarding journey Ageas has integrated its remote onboarding processes into the digital learning platform. Leveraging a combination of suggested learning materials (specific to the job or function of the employee) and live induction sessions has enabled a smoother, more consistent onboarding process. The impact of a successful learning strategy Investing in the best learning materials is only half of the equation. If learners are not interacting and engaging with the materials, the investment is not accomplishing its purpose. Learning must be at the core of every business decision, and leaders must inspire employees to take charge of their own development journeys. With a collective growth mindset throughout the business, the opportunities for innovation are vast.

Maintaining compliance and closing the skills gap in manufacturing

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Maintaining compliance and closing the skills gap in manufacturing

Manufacturing is often touted as the backbone of innovation. And, today, manufacturing plays a crucial role in driving the global economy and society's response to the pandemic. But despite its resilience, manufacturing faces some challenges that could impact its future. Chief among them: a workforce skills gap and regulatory compliance.

Addressing the Skills Gap in Manufacturing

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Addressing the Skills Gap in Manufacturing

The shortage of skilled workers has become a very real problem for the manufacturing industry – and one that can have a significant negative impact. Without the right people with the right skills, a manufacturing company simply cannot attain the operational excellence and productivity required to thrive. The ability to bring products to market cost-efficiently – all while meeting strict government regulations – is severely hindered. And digital transformation is throttled. You may have first noticed the drying-up of suitable talent a few years ago; well paid jobs that used to be filled immediately started taking a month, then two, then three to fill. Before you knew it you had a backlog of openings and very few ideal internal or external candidates with the skills required to step-up.

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