4 Rising Training Trends of 2017

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4 Rising Training Trends of 2017

A report by IBM found that “84% of employees in Best Performing Organizations are receiving the training they need compared with 16% in the worst performing companies.” To ensure that employees are receiving the training they need, it is important to stay up training trends. Learning and development is an ever-evolving concept that adapts to enhance the experience and the outcomes of learners.
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7 Rising Trends in Employee Training and Development in 2016

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2016 Training Trends

“The only thing worse than training employees and losing them is not training them and keeping them.” This Zig Ziglar quote is one many businesses can relate to. The cost of NOT training employees can be substantial to a business. However, when it comes to training employees, it is beneficial to be up-to-date on the ever-evolving trends. In Josh Bersin’s Forbes article, “The Learning Curve Is The Earning Curve,” he points out that “learning is part of economic survival for most of us” and if businesses don’t make an effort to continuously re-skill employees, they will fall behind.
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Six Trends that will Influence Employers in 2014

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Six Trends that will Influence Employers in 2014

Several training trends emerged from 2013 that will affect employers’ delivery of learning and development, heading into 2014. They include the following:

1. Informal Learning

Discussing best practices, reading articles and blog posts, informally talking to mentors, and exchanging messages with coworkers, is evolving and more organizations are leveraging it to improve performance.
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The 15 Attributes of a Great Workplace

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The 15 Attributes of a Great Workplace

ERC's NorthCoast 99 program recognizes great workplaces that excel at the attraction, retention, and motivation of top performers. ERC is proud to have recognized great workplaces in Northeast Ohio, and has accumulated a great deal of insight into what makes a workplace truly great through the research we conduct as part of the program.

What makes a great workplace that draws extraordinary employees to love coming to work every day? What makes a great workplace that attracts, retains, and motivates the very best talent?

Here are 15 attributes that we believe are characteristic of great workplaces for top talent, based on our research over the last 15 years.

1. Offer Challenging and Meaningful Work

Great workplaces understand the importance of keeping employees' work interesting, exciting, challenging and meaningful, because consistently, top performers say that challenging and meaningful work is the number one attribute they seek in a job.

2. Hire and Retain Great People

Great workplaces are made up of great people. Within great workplaces, top performers work alongside other top performers who are positive, hardworking, committed and loyal, believe in what the organization does, and participate in making the workplace great.

3. Provide Competitive Compensation

Great workplaces offer competitive and fair compensation, above-average pay increases, and opportunities to earn more pay based on performance, such as bonuses, profit sharing, and other incentives to keep and reward top performing talent as well as attract new talent.

4. Value and Reward Employee Contributions

Great workplaces show they appreciate and value employees and their contributions. They celebrate success often, and praise, recognize, and reward employees in a variety of formal and informal ways. They never miss an opportunity to say 'thanks' for employees' hard work.

5. Invest in Training and Development

Great workplaces invest in training and development for their workforce to grow their talents and capabilities. They make time for learning and support it by paying for employees to participate in various opportunities and offering/delivering a variety of training and career development programs.

6. Guide, Support, and Develop Top Performers

Through performance management practices that help guide, support, and develop exceptional performance, great workplaces provide clarity on how to be a top performer, help other employees become top performers, and assist existing top performers in sustaining top performance. Reaching for excellence each and every day is what makes great workplaces successful.

7. Encourage Work/Life Balance

Great workplaces are flexible to employees' work/life needs and encourage work/life balance by offering flexible schedules, providing generous paid time off, accommodating individual requests and needs, and creating a supportive work environment that is understanding of personal and family obligations.

8. Invest in Employees' Health and Wellness

Great workplaces genuinely care about their employees' well-being. They offer wellness options that help employees develop healthy lifestyle behaviors as well as provide an array of benefits which support their employees' health and personal welfare.

9. Involve and Empower Employees

Great workplaces involve and empower employees by listening to their input, involving them in moving the organization forward, and giving them opportunities to lead initiatives, collaborate with one another, participate in decision-making, and make a meaningful difference at work. At great workplaces, employees believe that their opinions matter and that they can positively impact their organizations.

10. Share Information About the Organization's Performance

Leaders frequently share information about the organization's performance, its financials, the vision and direction of the organization, and other critical information and updates at great workplaces. In addition, leaders regularly interact with and communicate with employees one-on-one, in small groups, and as an entire staff. Additionally, great workplaces help everyone understand the mission and purpose of the organization, and how their work connects to the big picture.

11. Are Led by Exceptional Leaders

Great workplaces are led by exceptional and inspiring leaders. Leaders set the example from the top and lead the organization well. They genuinely care about and value employees. Relationships between leaders and employees are characterized by mutual respect, trust,  honesty, and support.

12. Encourage Innovation and Growth

Great workplaces are successful, growing, and innovative. They hold themselves to high standards, are focused on delivering exceptional customer service and quality, and strive to innovate and continuously improve their organizations. They are always raising the bar in their businesses and in their workplaces.

13. Hire the Best of the Best

Great workplaces hire the best—and only the best. They recognize that a great workplace and culture results from great people. They define the talent they need, strategically recruit it, and put into place selection practices that identify top performers, as well as on-boarding practices that engage top performers and set them up for success from the start.

14. Create and Sustain a Unique Culture

Great workplaces have a unique culture that is their own, often described as fun, congenial, collaborative, positive, passionate, and creative. Their work environments, people, and workplace practices all help create a vibrant, positive, magnetic, and infectious culture.

15. Serve the Community

And last but not least, great workplaces make an impact on and give back to their local community. Not only do they generously donate their company resources to the community, but they also serve their communities by helping others in need and offering their staff's time and talents.

There is no magic formula for achieving a great workplace, and these are just some common attributes of many that great workplaces seem to have. While no workplace is perfect, many organizations strive to become a truly great workplace and come close. The NorthCoast 99 winners are among these organizations, and they, as well as all other organizations that strive everyday to be great workplaces, should be applauded for their efforts to become employers of choice in Northeast Ohio. They are truly making a difference.

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Are Your Supervisors Prepared for These 5 Challenges?

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are-your-supervisors-prepared-for-these-5-challenges

The following is a complimentary audit and assessment consisting of key questions your organization should ask to determine if your supervisors and managers have the appropriate skills and competencies to combat the most common management pitfalls. Additionally, tips we frequently recommend to organizations in addressing these pitfalls are summarized.

Challenge 1: Exposing the organization to liabilities

Organizations are exposed to liabilities when their supervisors and managers are not knowledgeable of employment law or understand how to apply legal guidelines. For example, supervisors and managers may make selection decisions based on non-job related criteria or subjective biases, ask inappropriate interview questions, not document performance, misapply wage and hour law (not recording overtime worked, not providing necessary breaks, etc.), or fail to handle employee issues with consistency.

Key questions include:

  • Are supervisors and managers knowledgeable of employment laws and do they successfully apply these legal guidelines in the workplace?
  • Do supervisors and managers ask appropriate interview questions, if they are responsible for hiring duties?
  • Do supervisors and managers participate in making legal selection decisions, based on job-related factors and qualifications and not based on any protected criteria (such as gender, race, national origin, religion, etc.)?
  • Do supervisors and managers understand wage and hour law (FLSA) and how it affects the pay of their employees?
  • Do supervisors and managers discipline or handle issues of employee conduct with consistency?
  • Do supervisors and managers understand the basics of managing employee leave, particularly FMLA?

Challenge 2: Failing to document and manage performance

Performance management is a common struggle for many supervisors and managers. Oftentimes, we find that the supervisors and managers are not doing enough to support the employee in achieving their performance expectations and standards and not providing regular feedback, counseling, and coaching. In addition, correctly documenting performance is commonly overlooked.

Key questions include:

  • Do supervisors and managers generally have a high performance work team, or do their employees struggle in reaching certain performance standards or goals?
  • Are employees aware of what is expected of them in terms of performance?  Do supervisors and managers communicate these expectations to employees?
  • Do supervisors and managers take the performance review process seriously? Do they understand its importance and how to prepare for and deliver a performance review?
  • Do supervisors and managers document any and all incidents of poor performance? (note: this is also a potential liability)
  • Do supervisors and managers guide performance through regular feedback and coaching?
  • Do supervisors and managers support performance with development and training if needed?
  • Do supervisors and managers have conversations with employees about their career aspirations and developmental interests? Do they follow-up on insights obtained in these conversations?
  • Do supervisors and managers continually challenge and empower their employees?
  • Do supervisors and managers make themselves available to answer employee questions about projects, assignments, and tasks?
  • Do supervisors and managers recognize and thank employees for their contributions when they do a good job?
  • Do supervisors and managers criticize more than they praise? Is there an imbalance of negative and positive feedback, and is this justified?

Challenge 3: Poorly communicating

Inadequate communication manifests itself in a number of problems including poor supervisor-employee work relationships, frequent misunderstandings of job tasks or policies/procedures, and unclear expectations. These issues often surface from poor listening, relationship building, clarifying, and feedback skills and lead to frequent supervisory problems.

Key questions include:

  • Do supervisors and managers establish rapport and positive relationships with employees?
  • Do supervisors and managers engage in frequent methods of in-person communication?
  • Do supervisors and managers actively listen to employees’ concerns, problems, and questions?
  • Do supervisors and managers clarify points and issues, trying to better understand work problems employees have?
  • Do supervisors and managers ask for employees’ viewpoints and opinions?
  • Do supervisors and managers exhibit effective non-verbal communication with employees? Do their words match their body language?
  • Do employees often feel confused when completing work assignments, or do misunderstandings frequently occur?
  • Do employees receive enough performance feedback from supervisors and managers? Do they understand where they excel and where they need to improve?
  • Is the feedback provided by supervisors and managers constructive and well-targeted at behaviors needing changed?

Challenge 4: Failing to resolve conflict

Many managers fail to resolve conflicts between employees and coworkers or may perpetuate too much conflict in their groups. It’s common for supervisors and managers to avoid conflict altogether. In addition, they may not do enough to prevent conflict.

Key questions include:

  • Do supervisors and managers work to accurately define and identify key workplace conflicts or are problems frequently incorrectly identified? 
  • Do supervisors and managers recognize the causes of conflict?
  • Do supervisors and managers understand and costs of conflict on your business and recognize its effects on productivity?
  • Do conflicts generally go unresolved by supervisors and managers, or do supervisors and managers create different strategies to manage and resolve conflict, ensuring that it has a limited effect on performance?
  • Do supervisors and managers frequently collaborate and strive for “win-win” approaches to conflict?
  • Do supervisors and managers try to prevent conflict by encouraging positive coworker relationships, encouraging recognition of individual differences, and addressing work problems quickly before they escalate?
  • Do supervisors try to adapt to different personalities and styles in order to maximize their effectiveness?

Challenge 5: Not understanding their role

Typically promoted from individual contributor roles, supervisors and managers find themselves not understanding the new requirements and expectations of their role, or encountering common challenges like micromanaging, distrusting employees, treating employees poorly, or not making time for them. 

Key questions include:

  • Do supervisors and managers frequently encounter challenges on the job, in dealing with employee issues and problems?
  • Do supervisors and managers understand how their role is different than that of their previous role as an individual contributor? Do they understand its importance in driving results through others?
  • Do supervisors and managers understand the responsibilities of their role and how to carry them out?
  • Do supervisors and managers make time for employees, balancing task completion and building supportive relationships?
  • Do supervisors and managers show trust and confidence in employees?
  • Are employees excessively directed and micromanaged?
  • Are employees treated with respect and courtesy? 

Addressing Management Challenges

If your supervisors don’t have the right competencies in place, there are a number of ways to develop them. In our experience, these are the most common and effective ways to build supervisory and management skills:

  • Supervisory and managerial training
    Training is one of the best and most common ways to develop supervisors’ and managers’ abilities. Consider registering them to attend ERC’s Supervisory Series, an affordable training program that develops their skills in all of these critical managerial areas including communication, conflict resolution, performance management, and employment law. This program can also be delivered on-site and customized to your organization’s needs. 
  • Skills coaching and mentoring
    Sometimes a more personalized and customized approach is necessary to develop skills and solve specific managerial and supervisory issues, particularly when training has already been conducted. This can be facilitated either through mentorship of leaders internally or skills coaching with an external consultant
  • Management literature and educational materials
    Articles and learning aids are another great way for supervisors and managers to develop their capabilities and can be great follow-up resources for after training to help transfer skills learned back to the workplace. Checklists and forms that guide behaviors learned in training can help them stay better organized on the job. These can be created in-house or training programs may have them available.  

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