Gallup defines engagement as the involvement and enthusiasm of employees in their work and workplace. It goes beyond satisfaction, and focuses on how much are employees motivated by, passionate about and invested in their work.
Opportunities for learning and development sit alongside other important factors like sense of purpose, positive culture and career progression, both for attracting and retaining talent.
It is important to note that learning and development influences not just Q12 of Gallup – This last year I have had opportunities at work to learn and grow – but many others as well. Well-planned and executed learning and development will go a long way in ensuring an engaged workforce across the organization.
Learning Across the Employee Life Cycle
In a world where skills get disrupted on a continuous basis, learning is key to stay relevant. Learning is a true competitive edge across all generations. And it needs to be life-long, continuous learning.
Organizations need to focus on learning across all critical points in the employee cycle. When done right and in a proactive manner, it gets employees to feel invested and in turn they are better able to invest in their work.
The visual below depicts how learning can support at all critical points –
- New to organization / role – a well-designed induction programme will orient a new joinee to the culture and practices of the organization and get them job ready faster. Discover Reliance, our new joinee induction programme helps new joiners take pride in our legacy and culture, gets them to appreciate the spread of our business and also immerses them into our key processes and practices. The same is complemented by functional induction which is tailored to their role needs getting them to hit the ground faster with confidence. While the above is for new joiners, assimilation programmes for key internal transitions is a key feature. For e.g., when one of the peers becomes the manager, an assimilation programme will help both sides settle down quicker to the new context and deliver.
- Seasoned employees – Employees need to feel adequately skilled to do their jobs. This becomes even more important with the technology and skill disruptions that are happening. Regular processes to identify and address skill gaps is important. Upskilling to enable employees to acquire new skills needed for the job can go a long way in enhancing the engagement quotient. At Reliance, our competency assurance process ensures that all key role holders and certified to do their job. Also, we run periodical Upskilling porgrammes, especially around digital and data technologies to ensure that employees are able to leverage the power of this at work
- Role / Level transitions – both vertical and horizontal careers are a reality today. Planned development will ensure that they are successful in these transitions. Reskilling efforts primarily cater to horizontal movements. Vertical transitions demand not just shift in skills but also a shift in mindset. For e.g., when an individual contributor transitions as a people manager, a key mindset shift is to deliver results through others. At Reliance, transition development programmes are offered as journeys at all key transition points.
Cracking the Learning Engagement Code
Learning across life cycle is basic and foundational. When organizations go beyond that engagement will multiply manifold. Here are some key pointers for the same –
Whole person perspective – when organizations look at employees as people with diverse interests and help them in building skills for the same, learning becomes an expression of care. The following 2 aspects done at Reliance are noteworthy –
- As a part of our democratized learning approach, our employees use our abundant digital learning resources to nurture their hobbies. Also, they build skills which are not needed in their current jobs but will help them in the future.
- We regularly extend some of our learning resources, digital content and participation in key events / webinars, to families
Both the above, reflect our core “We Care” philosophy and is an important driver for engagement.
Learner at the centre – Learning will be effective, when learners take charge. Learners will take charge when they have better control. Ensuring that learning is not just anytime, anywhere, but happens at the point of need and is personalized will enable in learners taking charge. Leveraging the power of right technology is important for this
Building the learning ecosystem – For learning to be continuous and to result in engagement, we need to build an ecosystem approach. In this ecosystem, along with ready to access resources various stakeholders have an important role to play.
Some key ones are listed below –
- Leaders as sponsors
- Managers as enablers
- Key learners as champions
- Internal facilitators as ambassadors
- Expert, peer and reverse mentors
Conclusion
In conclusion, I would like to refer 3Cs of engagement – Career, Competencies and Care. That learning contributes to competency building is obvious; when we can leverage its power to career building and care, then learning becomes a strong driver for engagement.
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