Businesses rely on sustainable business model driven by competent and innovative human resources – that’s the universal definition of successful organizations.
The amalgamation of human skill, business knowledge and its application into services and products has blossomed into how we see our modern industrial economies.
Creating success arcs for each other has often been a hallmark of some of the most prosperous nations – supply feeds demand and the ripples across the ponds allow communication to drive sales.
To repurpose older objectives with fresh aims and fashion conventional business practices with cutting edge insights – trainings and training-based learning efficiency needs to improve.
We’ve often referred to trainings as a priority and yet the outlook assessment of many organizations would reveal “how less” their trainings are delivering when it comes to creating an impact. Here’s a quick guide to convert the culture.
Use field application as a yardstick
Industries mistake classroom results as field practical insights. You can shorten the arduous failure cycle by allowing practical demonstrations. Fresh trained individuals can demonstrate learnings in a control environment, in-field and be assessed for actual learning quotient. The twin outcomes here: simultaneous learning plan for organization gets sharper and training outcomes are more concrete.
Integrate virtual environments
Virtual environments through AR/VR based method can help distinguish between “important information” and “can be referred to later information”. All practical sets of trainings should have a virtual component – the learning method on offer has significantly higher impact than a limited field session.
The scope of re-training and relearning increases while e-courses or eLearning environments can be merged in virtual environments for training suite. The experience on offer has better chances of sticking with the trained workforce than a simple pen and paper approach.
Leadership training roles for sustainability
As the pyramid of hierarchy climbs upward, the cone becomes shaper and the incline, steeper.
Modern organization need to rely on integration trainings as well. Some divisions are isolated or do not have express access to other areas within the organization. Such siloes need to break down at the hands of leadership trainings which allows the culture of expressing themselves freely.
Leaders can be trained in executive trainings while they can groom their teams to participate in the overall business process. It becomes apparent to all of us once the organization reaches a threshold – the threshold of less communication and more email, reports and PowerPoints.
All of this can never replace the quality of human communication for essential ideas to take hold.
Leverage skill powerhouses
Seasoned veterans and young mavericks all have a trait common to their established or spectacular performance – skill.
Initiate smaller and rudimentary skill identification programs and bring these individuals forward. Don’t make them training coordinators but provide them with your best trainings and do not fail to let them propagate these learnings.
By the virtue of trial-and-error, these agents of change can trigger a competitive learning environment. A word of caution would be to maintain a balance within the shared power structure of the company and yet allow questions, performance and interest to drive the stakes.