Corporate Traning

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Corporate training, also known as Corporate Education or more recently Workplace Learning, is a system of activities designed to educate employees. While it helps employers, it is also beneficial for employees as it helps them obtain and hone knowledge and skills to progress professionally and personally.
The responsibility of training the workforce is generally taken on board by Development or Talent teams in larger corporations and Human Resources in smaller companies. They are required to identify topics and needs of the training programs and make them available for employees. They have a responsibility to build the strategy and road maps of employee experiences and journeys. 
Things remain standard in all good training programs –no matter the industry, the employee size, the purpose of the program, the geography and demography:
  • Relevancy and Need –The experience and information you offer your employees must be relevant, timely and applicable to their daily job activities. It should help them expand their knowledge, skills and should be easy to digest so they learn quickly and can implement what they learn. It is also imperative to correctly identify who needs to be trained, what topics and skills they should to be trained on. For example, if you have unsatisfied customers, you may need customer service training for your sales team. However, if your company is going through a merger process you might need to train managers on Change Management.
  • Alignment –Anything you train your employees on must be aligned with your organizational goals. Don’t ask your employees what training they want or need instead, focus on what are the business outcomes and then identify the capabilities needed to achieve those outcomes. Then you can decide collectively what specific skill sets are needed by your employee base and the the types of learning experiences you need to create.
  • Goal oriented –When structuring training programs, ensure they are goal oriented and the Key Performance Indicators chosen paint a holistic picture – time, cost, effectiveness, quality and quantity of the program.
  • Manager Input –Manager Involvement is important to increase employee engagement in learning. A survey conducted by LinkedIn, noted that 56% of employeeswould spend more time on their training if their manager directed, or recommended, them to a specific program that directly they believe will improve their skills.
  • Creativity – Workplace learning is evolving to a place where adding fun, bite-sized and relevant activities to training is becoming increasingly popular to increase employee engagement. Moving away from traditional trainer style learning, or online learning experience similar to flicking through a powerpoint presentation, will allow you to explore more creative possibilities.
Post training – Organizations spend thousands of dollars each year on employee training with little knowledge of whether it’s “working”. Incorporating post training follow ups, such as short lessons or activities to review new concepts learnt or face to face feedback sessions, can help ensure concepts are understood and actively practiced
Career and Personal Development:

Career development as a whole can be looked at from two perspectives: the employee and the employer. The company’s main aim is to increase its employee’s productivity in order to achieve business goals, which is generally done by ensuring “the perfect marriage between the job and the person”. On the other hand, for the employee, both career and personal development are very important. Whilst ‘career development’ helps them meet goals, get promoted and even get higher remuneration, ‘personal development’ results in work satisfaction and makes them feel valued as individuals outside of work. 

A substantial difference between career and personal development is the fact that not all companies are willing to invest in the personal development of their employees as much as they are with career. Personal development can include training courses that don’t have a direct correlation to the job being done, for example investing in health and well being or personal interests like cooking. There is evidence to suggest that investing in the ‘person’ often attracts and retains employees and drives better business performance.
A quick breakdown of what career and personal development programs enable:
Providing employees with career growth opportunities aligned with company objectives, goals and strategies
Up skill or maintain knowledge of current job related tasks
Develop personal skills and abilities for soft skill topics to plan for personal growth
Enhance or obtain education, abilities and skills for duties unrelated to current job to achieve self-set goals and career objectives
Better community members and happier individuals.
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