Training employees to learn the job

If CEOs and HR heads are asked what they do for employee development, training programmes would be on top of their list. However if employees are asked the same question they would in most cases say that learning takes place on-the-job.

Though the end objective of both training and learning is the same - improved skills, and knowledge - there is a subtle yet critical difference between the two.

Training is perceived as something that the organisation imparts. Hence the onus for its success or failure lies with the organisation. Whereas learning is sought and imbibed by employees, and is thus more effective.

Both learning and training can be formal and informal. One only needs to look at one's own organisation to agree that the informal way is better - be it on-the-job training or informal knowledge sessions by colleagues.

Hence rather than just focusing on formal training, instilling an informal learning culture is more important for organisations. This does not mean that there is no room for formal training. It is critical - especially for everyday operations. For example a new product launch would require formal product training for the sales team. A new software application would require formal training for its proper use etc.

However, for professional and personal development of employees facilitating informal learning can be more effective. This can be done in several ways. The most obvious one being the intranet to post relevant articles, news, research, innovation, e-learning kits and company information such as process and product manuals. Another way is to encourage employees to attend sessions conducted by employees or external speakers.

Tie-ups can be forged with training institutions to offer special rates to employees wanting to take relevant courses. Volunteering for special projects in the organisation can be encouraged. Mentors and supervisors can also help employees identify skill and competency gaps and encourage employees to use the relevant informal learning tools available.

Putting in tools to facilitate informal learning is only the first step. It may only motivate the most career-oriented or pro-active employees. To truly permeate a learning culture, organisations must link learning to recognition, rewards and career progression.

As a first step, supervisors must informally keep track of all subordinates who use the learning tools provided. The ones that use them well must be recognised through internal newsletters, certificates of completion etc.

Secondly, supervisors must observe subordinates to see if there is a demonstrated improvement in their skills. For example, if an employee attended a session on communication skills, is he actually demonstrating improvement on this front? Is an employee who undertook a course on process improvements enhancing processes in her control? Has an employee successfully undertaken additional responsibilities based on his or her learning?

Such demonstration is the real success of learning initiatives provided as it benefits not only the individual but also the organisation. Organisations must link such achievements to the annual appraisal process and translate them into rewards and career progression for employees. Doing this will truly instill an informal learning culture and the organisation will be informally training employees to proactively learn.

Sanjiv Anand is the managing director and Yajat Bindal is a principal consultant at Cedar Management Consulting International.