Explore the top practices to create an effective learning and development strategy, process to facilitate robust employee development
Learning and development or L&D is increasingly becoming a buzzword for most organizations as they seek to augment their employee development efforts. While learning and development is an integral part of human growth, its focus for the workplace has been a result of the market dynamics and uncertainties in the past few years. Employee training and development is not a new concept as everyday is a new learning experience for all employees who pick up several skills and competencies on the job, without even realizing it. However, in recent years, organizations are formalizing the process with a proper structure and approach to make learning and development more overt, conscious and impact driven.
As a first step, let’s understand the importance of L&D for employee development and why it makes sense for organizations to make concrete investments in facilitating the same:
We have time and again come across studies indicating the high costs of employee turnover. A major reason for employees to look out for new opportunities is the lack of engagement and growth potential in their existing roles. Continuous learning and development initiatives can help reverse the trend by enabling employees to upskill themselves and stay relevant in their respective fields and beyond. 70% of employees would be somewhat likely to leave their current job to work for an organization known for investing in employee development and learning. Thus, L&D will not only augment the engagement levels, but will also enable organizations to retain the top talent and facilitate growth.
An organization’s bottom line majorly depends on its ability to constantly innovate and gain a competitive edge. The onus for innovation majorly comes from fresh perspectives and skills that employees are exposed to. According to Huffington Post, 24% higher profit margins can be the result of companies who invest in training. With the latest skills as well as knowledge to leverage the best tools, employee productivity will increase, impacting the bottom line in a positive manner. At the same time, with the right skills, employees are also able to understand and serve changing customer needs better.
Studies show that 59% of millennials claim development opportunities are extremely important when deciding whether to apply for a position. This clearly illustrates that an organization’s commitment to employee development has a direct impact on how it is perceived by prospective candidates and other stakeholders in the market. The more an organization invests in the development of its employees, the more likely it is to become a preferred employer and brand in the market.
Finally, living in a VUCA world, it is clear that organizations and professionals need to keep up with the ongoing trend to stay relevant and not lose out. Organizations and employees fixated on traditional methods and knowledge are likely to fall back with competitive disadvantage. Therefore, constant learning and development is a tool with which organizations can empower their workforce to quickly adapt to the changing circumstances and display resilience. According to LinkedIN, 99% of L&D professionals feel that if critical skills gaps aren’t closed in the coming years, then their organizations would be negatively impacted in a variety of ways.
Organizations seeking to reap maximum benefits from their learning and development interventions must create a robust learning and development strategy. Such a strategy will help provide a structure to the entire process, making it efficient and effective. Here are the four considerations that can help organizations create a comprehensive learning and development strategy:
Firstly, to be effective, the learning and development strategy must be formal. This suggests that having a written strategy which has been collaboratively created with inputs from all stakeholders is important. Simply having an understanding in conversation will not be enough. Since the strategy will stay with the organizations for many years to come, having something formal is important.
Next, the strategy must illustrate the objectives that the various learning and development initiatives to be carried out, will adhere to. These objectives should create a case of what the L&D initiatives will seek to achieve. It is important for organizations to align these objectives with the larger business goals to ensure that any investments in employee development achieve the dual purpose of business goals and greater engagement.
Once the objectives are set, it is important to identify the right KPIs or metrics to measure the success. While the metrics will be unique to each initiative that is undertaken, it is important to have a cluster of generic indicators to help compare the impact of one initiative against the other. Invariably, these metrics need to be both quantitative and qualitative in nature and should try to put all initiatives at the same level in an unbiased manner.
Finally, a focus should be on keeping the strategy flexible and dynamic. With the extent of uncertainty and ambiguity, anything cast in stone is likely to be self defeating. Therefore, while the policy must be formal, there should be enough room to innovate the same and adapt it to the changing needs and circumstances of employee development.
A learning and development strategy will act as an outline to guide the learning and development process. To ensure that all initiatives create a long-reaching impact, organizations can follow the below process with 5 primary steps to promote employee training and development.
While the first step is to create a strategy, the next one is to gauge and understand what the employees feel. Since one of the purposes of learning and development programs is to create a positive employee experience, it is important to involve them in L&D. On the one hand, the management must do a 360* analysis to understand the gaps that may be retarding the growth and progress. On the other hand, employee opinion on what aspects of learning should the programs focus on must be gauged.
Based on the gaps and employee expectations, a list of programs and initiatives should be created. In case a gap exists in soft skills, workshops or sessions on the same can be conducted. Similarly, if there exist some evident biases, an unconscious bias training can be organized. The identified programs and initiatives must also align with the objectives of the L&D strategy and business goals, to ensure impact.
Once the areas for L&D programs have been identified, it is important to decide how the implementation will take place. Firstly, the mode or the format needs to be decided. Any L&D program can be through workshops, talks, classroom sessions, etc. The idea is to identify which format compliments the identified objective to make learning most effective. Secondly, the partners to implement the program must be identified. While some initiatives can be handled in house, others require external experts. Sometimes, the experts can suggest the most effective formats as well.
Naturally, the next step of the learning and development process is to implement the initiatives. This requires a communication of the idea across all employees and stakeholders creating a case for attending the same. While some sessions can be compulsory, others can offer special incentives for participation. It is important to ensure that employees are aware about the programs well in advance to help them manage their schedules appropriately.
Finally, the last step of the process is to gauge the effectiveness of the program. On the one hand, measuring quantitative metrics aligned with the program must be studied. On the other hand, feedback from employees on the quality and efficacy of the program must be gauged. Taken together, these can help organizations understand whether or not the program has been able to achieve the objectives it set out to achieve and, thereby, understand the impact. Based on the impact, organizations can iterate the process as and when the next initiative is on the cards.
Based on the employee development needs, organizations can identify and leverage different tools to create maximum impact. For a long time, in-person training sessions have been the norm. However, with the transition to a virtual world, various combinations of hybrid learning experiences are being established to facilitate better. Here is a list of a few tools that organizations can explore to facilitate effective employee training and development.
The most commonly used format or tool for employee training and development has been classroom sessions. These involve a one shot training module where participants are introduced to the identified L&D area over a course of a couple of days, consecutively. All the learning is captured in those few days. These sessions generally touch upon different aspects of the identified area one after the other, to give a classroom like experience with an expert facilitator and a combination of activities to make the session interactive.
The switch to remote work has seen an exponential surge in the adoption of webinars as a mode of training and development. As opposed to a classroom setup, webinars are bite sized learning modules and their dissemination may occur over a longer period than just a couple of days. While most webinars are conducted live to promote engagement, they are also available on demand to facilitate asynchronous learning. Since the attention span greatly reduces in a virtual setting, webinars are an effective way to promote learning, without overwhelming the learner with too much to absorb.
The two tools mentioned above are most ideal for employee development centred around upskilling or formal learning. However, learning and development at the workplace also happens through knowledge sharing and the entire ecosystem. Here, networking with experts, peers and meetups are extremely effective. While they may not directly add to one’s hard skills, they have a great scope to promote holistic development for professionals and accelerate their growth trajectory.
Finally, organizations are also increasingly focusing on personalized learning for employees to address their individual needs and expectations. Here investing in courses, both online and offline, can be beneficial. This is especially true for employees that are demanding learning and development support in their hard skills. For instance, one might need support in one technology stack, the other might need it for something different. Here, empowering them with different courses available in the market is a wise move to ensure the best skill sets come to the team, while also creating a positive experience for all.
Different organizations are at different levels of the learning and development journey. Here are examples of learning and development programs for employees that some of the most forward looking organizations are conducting and creating new opportunities for growth for their workforce.
An e-commerce platform focussed on handmade and vintage offerings, Etsy deserves credit for its continuous learning and development approach for its workforce with Etsy School. It allows Etsy Teams to conduct a series of workshops and projects to help strengthen a Team through improving member shops together and making friends. Run across different themes, these workshops facilitate upskilling, engagement and team bonding.
The tech giant, Amazon, has been true to its commitment to learning and development of its workforce by investing $700 million to provide free skills training to employees. It aims to help them further their careers in high-paying, in-demand roles, such as cloud computing. Additionally, initiatives like Career Choice, Amazon Technical Academy, Machine Learning University, Amazon Technical Apprenticeship Program illustrate their focus on employee development.
Growing from a telephone to a telecommunications company, AT&T’s focus on learning and development is exemplary. The organization invested about $166 million in direct employee training and professional development programs and delivered 16 million hours of training in 2020. Some of its top initiatives include: AT&T University, with 900 leadership and career courses, leveraging partnerships with learning institutions such as Harvard Business and LinkedIn Learning; Virtual Studios Leader-Led Training, that broadcasts live, leader-led training to employees across the globe, among others.
Any learning and development program that seeks to create impact must keep the employee at the center. Therefore, gauging employee pulse and feedback is extremely important. Here, organizations can partner with platforms like SuperBeings to conduct pulse surveys and get insights on what their employees feel. At the same time, they can benefit from data-backed action plans to facilitate programs that address these needs.
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It is no longer an assumption that the traditional approach to annual goal setting and review has run its course. The VUCA world demands more quick and adaptable business models.
While the agile values and methodology was initially created for software delivery, you can apply the same to transform how you set and achieve your business goals.
In this article, we will focus on:
Traditionally, goal setting has been a very static and long-term process for organizations. Here are a few key components of traditional goal setting and performance management:
This form of goal setting and performance management had relevance for organizations operating in steady and stable market conditions.
However, in today’s VUCA world, the pace of change is skyrocketing and organizations unable to tide with the same are finding it extremely difficult to survive, let alone thrive.
Some of the reasons to reimagine goal setting for VUCA world include:
While it may not be apparent in the first look, agile and OKRs are quite complementary and combining the two can be a great step for growing organizations. Here’s why —
Here are a few reasons why you should combine agile and OKRs for your organization:
Now that it is clear why working agile and OKRs together makes sense for growing organizations, let’s quickly explore the top ways in which you can apply agile techniques to your OKR framework to make goal setting and performance management suitable for the VUCA world.
In this last section of agile and OKR for better goal setting and performance management, we will uncover the top framework.
We have combined the best components of different frameworks like waterfall goals, delivery agile, scaling, full stack agile, into a single framework with 5 major components that can help you enhance the complementary potential of agile and OKR
This approach can help you leverage the benefits of agile methodologies and OKR framework to impact all aspects of organizational structure for achievement of goals, including the culture, strategy, initiatives, tactics, etc. The framework is premised on:
If you are struggling with combining agile and OKRs for your organizations, chances are you are focusing on activity based key results which often resemble agile steps, leading to confusion and inability to meet goals.
For instance, if you have an event coming up and wish to successfully execute the same, the objective will be common, with specific value based key results for each team.
If you look closely, while the objective is shared, key results are spread across sales, marketing, and even product/ services teams
Your agile and OKR framework should enable you to get the best of both worlds when it comes to results. Agile results by nature are qualitative in nature and focus on the features that you wish to ascertain in a specific period of time. On the other hand, OKRs are driven by metrics. Thus, you can use a combination of the two for effective results:
The combination can help you create an ideal balance between outputs and outcomes which are both critical when it comes to goal achievement and performance management.
Using data and not relying solely on opinions will help you set agile OKRs which don’t under or over estimate the goals. For instance, if the market data on traffic to a new website in your industry is 20,000 clicks in one week, your OKR can focus on reaching 25,000 to make it aspirational but achievable up to 80%.
However, if you set the target at 50,000 or above, it will become too far fetched and the team might not even strive for it. On the flip side, if the target is only at 10,000, it will not encourage your employees to push the boundaries. Thus, you need to replace opinions and command OKRs with data backed experimentation.
Self organizing teams are important for growing organizations as they proactively take onus and ownership of achieving OKRs and lead to a greater degree of success. Step away from controlling detailed plans for each OKR and encourage the leadership to provide direction.
To conclude, if you combine agile and OKR, you have for yourself a clear model for success which you can easily apply to goal setting and performance management. Furthermore, leveraging the right technology resources can help you stay on track and enable you to thrive in the VUCA world.
Like most fast growing organizations, you might also be leveraging the OKR methodology to set, implement and facilitate effective goal setting to maximize growth. If not, you should start using OKRs ASAP.
OKRs not only provide an excellent goal setting framework but also drive high performance when implemented strategically. Most importantly, with enhanced goal visibility and transparency, OKRs ensure that everyone is on the same page which is the foundation of a cohesive and high performing culture.
In this article, we will discuss 8 ways in which you can adopt the OKR methodology to build a thriving company culture.
A high performance and thriving company culture is based on the foundation of clarity and focus. When there are 100 things to focus on, your employees will eventually lose sight of what’s actually important and might feel burdened with non-priority tasks. This will lead to a poor employee experience and limited productivity, both situations that prevent an impactful culture.
However, when you apply the OKR methodology, you will be able to limit your focus on 3-5 top priorities which will attract attention, energy and efforts across the organization. You will then be able to create a high performance culture by dedicating all your resources to the key priorities to realize impact.
A culture that thrives on collaboration, teamwork and alignment is one which creates maximum impact. The OKR methodology can help achieve this in an effective manner. On one hand, everyone is clear about their role in the OKR achievement, which makes collaboration seamless because everyone is on the same page and no one steps on the shoes of others.
On the other hand, OKRs can help your employees align their responsibilities and tasks with the overall vision of the organization, motivating them to contribute to the big picture.
To learn more about how to align teams using OKRs, read this
Recent times have shown that uncertainty and ambiguity will continue to mark the new normal. Thus, a culture of agility, resilience and responsiveness is critical for fast growing organizations. The OKR methodology can help achieve the same.
OKRs are cognizant of the changing environment and have the flexibility to be adapted to the same.
More importantly, you can leverage the OKR methodology to foster a culture that focuses on outcomes and is not fixated on the tasks to achieve the outcome at hand.
One of the top challenges of building a great company culture is a siloed approach and annual reflection. This leads to surfacing of major risks and problems which result in high rates of attrition, absenteeism and lower levels of motivation, productivity, etc.
However, the OKR methodology adopts an approach of continuous engagement and reflection. You can create a regular cadence to check OKR progress for each of your team members, even daily is effective.
This continuous engagement and reflection can enable you to preempt risks before they surface and leverage the power of communication to address them in real-time. Invariably, a culture built on continuous engagement leads to greater impact and high levels of performance as well as employee satisfaction.
The lack of transparency is one of the key obstacles for many fast growing organizations that seek to create a thriving company culture. A way out often seems difficult to navigate. Fortunately, the OKR methodology can help address this challenge as well. When you use OKR, especially with the support of an effective OKR tool, you can facilitate high levels of transparency.
Everyone in the organization will not only know their role, but also will have a complete view of the level of performance for others. Such transparency can help you increase coordination of efforts and give everyone the visibility of what’s happening across the company.
You may agree that most fast growing organizations these days seek to replace a strict hierarchy with a more flat organizational structure that facilitates inclusion of diverse ideas, thoughts and opinions. However, many struggle when it comes to actually implementing this thought.
Adopting OKRs can solve this problem.
By nature, the OKR methodology is based on a collaborative foundation where a top-down approach compliments a bottom-down approach for goal setting.
This suggests that while the skeletal structure of the goals might be laid down by those in the top leadership, you can give all employees the freedom and autonomy to create OKRs for their teams and verticals.
When your employees participate in setting the OKRs they have to execute, the level of ownership is much higher. Thus, you can leverage the OKR methodology to create a thriving culture built on greater ownership and a flat organizational structure.
With a focus on continuous engagement and reflection, the OKR methodology can help you facilitate open communication and feedback. Many studies have shown that a culture that facilitates regular feedback along with open channels of communication is more likely to thrive than one which does not.
In the OKR methodology, when you constantly track your OKR progress (download our free template for tracking OKRs), you will be armed with data backed insights to offer regular feedback for your employees. Furthermore, you can also leverage the same to start meaningful conversations with your team members in case you feel that there is any kind of disconnect. Such open communication can help you create a truly inclusive culture when employees feel their voice is heard.
Finally, a company culture that thrives has two major components supporting it, accountability and recognition.
The OKR methodology is an answer to both these challenges.
Now that you know how the OKR methodology can help you in many ways to create a thriving culture, it is also true that as a fast growing organization with multi-pronged focus, leveraging OKRs is a challenging task. To address the same, you can collaborate with an integrated OKR tool like SuperBeings to automate the OKR adoption and maintenance.
With SuperBeings, you get to —
With performance management becoming a critical part of organizational success, giving effective employee reviews is becoming a crucial part of a manager’s responsibilities. While regular employee performance reviews focus on illustrating the strengths and what worked for employees and the organization at large, there needs to be an equal focus on areas of development in case of poor work performance.
If you look closely, writing negative employee reviews is often considered to be more difficult because the words need to be chosen very carefully. It needs to have a developmental tone rather than a critical one.
As the term suggests, negative employee reviews are reviews delivered to employees who have underperformed and need to be pulled up to the expected levels. It involves a variety of components which include:
To get actionable ideas of how to deal with poor performance issues at work, read this
Writing and delivering negative employee reviews is very important for any organization that seeks to maintain a high level of employee performance. It is critical to ensure that:
When you are writing negative employee performance reviews, you need to be extremely cautious of the words you choose. Using the right words will help the receiver acknowledge and work on the suggested points, while using words that are too harsh or critical can lead to adverse consequences. There are a few reasons which make the choice of words extremely important.
The same review when offered with the right words can be more powerful and have a larger influence.
For instance a statement like ‘you interfere too much in the work of others’ can be seen as a personal attack and may yield a defensive response from the receiver.
However if you frame it in a different manner like ‘if you give others greater autonomy and freedom to work in their own way, you will be able to inspire greater creativity and innovation’, you will be able to put your message across and also help your employees understand how it will make a difference.
Download: Free guided 1:1 meetings template to get personalized meeting recommendations
In addition to being cautious of the words you use, there are a few other tips which you must keep in mind while writing negative performance reviews, including:
While giving negative reviews is difficult, don’t beat around the bush and get straight to the point. However, instead of directly saying what isn’t going well, try adopting the sandwich approach. Start with a positive comment, add areas of improvement and end it with some suggestions and action items.
Example: Tina has an excellent eye for detail and is very dedicated to her work. However, she often misses the deadlines which has led to a delay in 30% of her projects resulting in poor client experience. It would help her performance greatly, if she is able to prioritize her work better and keep an organized calendar for timely delivery. She can consider using the latest project management tools to facilitate better prioritization.
Second, negative employee reviews should focus on the job or the role and not the person specifically. Steer away from using words or phrases which may end up combining performance and personality of the person. Your review should be specific towards performance challenges and not generalize that performance challenge is a personality trait.
Example: Instead of saying, “you are not punctual”, you can say that “I have seen you arrive late for meetings frequently, leaving shorter time for discussions. It would be best if you could be more punctual to respect others' time and make the most effective use of the same.”
When you are writing negative performance reviews, you must focus on the progress and how a change in behavior and attitude can help them in the long run. Simply mentioning what went wrong and the associated process might lead to demotivation.
Example: Some of your work has had grammatical errors in the past, maybe because you were trying to complete a lot at once. I am sure if you prioritize some tasks and create an action plan, your work quality will be better.
Don’t simply give negative employee reviews about the problem area, but back it up with facts and data points. This will help you illustrate a pattern and establish that your review is not based on a single incident. Also, it will make your review more credible and authentic and not just a few words strung together. This will also help you in being very specific.
Example: It has been observed that 40% of your customers claim that you don’t have adequate knowledge of your product, leading to a poor experience.
There might be some performance parameters which are difficult to add quantitative data points to. In such cases, you can offer specific examples of underperformance, especially if it has been repetitive. It is ideal to have at least 2-3 instances of poor performance to make your point stronger.
Example: It has been noticed that in the aspiration to get your work perfect, you end up delaying projects. It was observed in project X with client A, project Y with client B as well as when the internal submission for Z was due.
Pro-tip: Use our free Performance Review Phrases template to get 50+ examples of writing a negative review positively
Once you write the negative employee reviews, you exactly know what you want to say to your employees. However, the way you deliver it also has a big impact on how it is received. To make the process simple, we have compiled a list of some of the best practices to help you deliver a poor performance review in the best way possible:
If you are delivering a negative performance review, it is best to do it in person, or if your team is remote, over a video call. If you deliver it over an email, you cannot be sure of the tone and context in which your words will be read.
It might backfire by being read as more critical than developmental as per the intent. Furthermore, when you are delivering the negative reviews face to face, you can also use your gestures and body language to facilitate authenticity and empathy.
No matter how poor the performance has been, when you are delivering negative employee reviews, you should stay away from yelling or using foul language. Since the focus is on facilitating development for your employee, yelling will only defeat the purpose, making the employee demotivated and pushing them towards even lower levels of confidence and motivation. Furthermore, it will negatively impact your organization from an employer brand perspective. It can also create a negative impact on the wellbeing of your employees.
While delivering the review, you may want to add some personal stories or anecdotes if you have yourself been through something on those lines. This will help you connect better with your employees and make them trust you more. Furthermore, it can enable you to illustrate how they can turn poor performance into something better with a live example in front of them.
Your negative review shouldn’t be a monologue where you deliver what you have written with the employee absorbing it as a passive recipient. Instead, make it a dialogue by putting forward questions to understand the reasons behind poor performance and how you and the organization as a whole can help turn the table. Hearing their side of the story is extremely important before deciding on the next steps.
When you are delivering negative employee reviews, you need to create a safe environment. It should not be harsh and the employee should feel comfortable in receiving what you have to offer. Also, make sure you deliver the review privately and not publicly shame your employee. They should see it as a developmental conversation in a safe environment, where they can also voice their opinions.
Finally, negative employee reviews need to be regular and not come as a surprise to your employees at the end of the year. Regular reviews will give your employees enough room to improve their performance. Furthermore, it will give them a clear picture of what to expect when the year closes.
To learn how SuperBeings can help you have guided conversations around negative performance review with AI recommendations based on performance and goals history as well as maintain a steady cadence to maximize the impact of such conversations, see this
After you have delivered the negative reviews to employees, the natural next step is to create a plan for improvement to help your employees reach the level of performance you expect out of them. This is a critical part of the performance management and talent development process for employees who have been consistently underperforming. Here are a few ways you can help your employees improve their performance.
If you have reached this level of negative employee reviews, you and your employee would be on the same page about their level of performance. Thus, it is best to create a list of action items that can help them improve their performance. To create the next steps, you must:
Next, your focus should not only be on planning the action items, but documenting them as well, because once they are out of sight, they’ll be out of mind. Furthermore, documenting them will help you remember the agreed steps and track progress every now and then.
Clearly document what needs to be achieved, by when and how. It can be a good idea to encourage your team members to constantly document their experience as well to help discuss what has been working well and what needs to improve.
Depending on the performance issue, you may want to introduce a performance improvement plan for your employee. It is a formal tool to address performance challenges which outlines specific goals and expectations along with clear actions that need to be undertaken over a duration of 30-90 days.
For more details on PIP, check out A guide to implementing a performance improvement plan (PIP)
You also must set up a cadence to discuss performance improvements or challenges once the next steps are agreed upon. Unless you connect regularly to discuss the status, you might find yourself at square one at the end of the next performance review period as well.
Depending on what needs to be achieved, you can set a weekly, fortnightly or monthly cadence to connect with your poor performers. While it may be seen as a regular review, it will also act as a reinforcer for them to ensure there is some improvement everytime the cadence to meet comes up.
When you are determining the next steps, it is important to identify the associated metrics as well. For instance, if you want your employee to become more detail oriented, your metric can focus on reduction in errors by a specific percentage over a specific duration of time.
The metrics will help you measure whether or not there has been an improvement in the performance as desired or not. At the same time, the metrics will help your employee move towards a specific goal.
While you have a set cadence, you may also want to check-in or follow up from time to time to make your employee comfortable enough to reach out to you in between your cadence for connecting. The follow ups can be over emails or calls or simple messages to check if everything is on track and to offer them any support whichever is needed. Especially in the beginning, you may need to check from time to time in case there’s any additional support that the employee needs to work on the action items.
Finally, to ensure that your negative employee reviews translate to impact, you must focus on evaluating progress. Use the metrics you defined to gauge the level of progress and document it whenever you evaluate the same. This will help you establish a trend over time.
Furthermore, if you feel the progress is below expectations, try to understand the rationale behind the same to check if putting the employee on a performance improvement plan will make more sense.
By now, you must have gained a clear understanding of how to write, deliver and follow up on negative employee performance reviews constructively. If you are keen to learn how best to connect negative performance issues with regular 1:1 meetings with your team members with technology, book a quick demo with one of our executives. We would love to show you around :)