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2018 talent and training trends

 In Insights, People decisions, Realizer Blog, Teams

Most of us are busy thinking about 2018; and so we’ve put together some links on talent and training trends we thought might be of interest.

Deloitte’s 2017 Global Human Capital Trends – link

A comprehensive overview of trends in recruitment, learning, organisational structure – along with research and examples to support the trends.

Google’s release of their management training approach at re:work – link

Google have turned some of their HR collateral and approaches open source. Of particular interest is the data they have collected on managers and teams. They have shown that the #1 thing managers can do at Google to improve performance of their team is coaching. Along with 7 other key behaviours.

McKinsey’s CEO’s guide on how to win with HR – link

A focus on the strategic direction of HR as a critical business function. How can you restructure the HR team? How should you use people analytics? How can you use technology?

If you don’t have time to read all these articles / resources, here’s a summary of the key global macro trends along with examples of how Realizer is using them in Australia within the media sector.

Theme One: Continuous learning and continuous feedback

There is a gap between the pace at which technology is developing and the speed at which most companies are able to move. One of the impacts is the need (and desire) of employees to learn faster. Online-learning and micro-learning are beginning to play a role here. In addition, embedding the principles of continuous change management, and empowering decision-making, can provide a platform for increased agility.

One of the most robust principles to drive change is that you need to give regular, timely feedback as people try new behaviours. This has led us at Realizer to develop a training tracker which allows us to follow up training with regular mini surveys to you and your team to track your adoption of new behaviours. This can then become a catalyst for coaching sessions with your boss (or with Realizer). It can also help the organisation provide mini learning experiences (as simple as a short video or a book) on a topic which is relevant to the individual.

At Realizer we have developed two new, very different, formats to address continuous learning: –

  1. A 15-month ongoing management training program including tracking behaviours, giving regular feedback and coaching support
  2. A 45 minute 1:1 clinic on presentation skills to create bite size, tailored, high impact learning opportunities

In summary, how can you create a culture of continuous learning?

Theme Two: Social learning

This is typically seen as the integration of social media into online learning – for example using social platforms to help employees share their own knowledge. However we see a broader definition, particularly through our work on decision-making where we’ve discovered that the best way to improve decision-making in your organisation is through getting yourself a “decision buddy” to coach you, or being a decision coach to others. Invariably, in our experience, peers love the opportunity to learn from each other but never get around to it in their day to day.

Summary: how can you build social learning into existing training and/or encourage peer to peer coaching?

Theme Three: People analytics

Mckinsey (see above) argue that too often HR relies on gut feel and best guesses to guide their decisions on what and how to develop their organisations. Large organisations are now heavily investing in people analytics to understand which people and which behaviours are the largest contributors to performance.

Google (see above) provided a great case study of how to work out which critical behaviours drove managers’ performance. Right now, at Realizer we’re just building 2 projects on this basis, employing statistics experts to analyze behaviours in 1) a group of managers and 2) a large sales team. We’ll use the insights to devise continuous blended-learning programs which focus on proven, critical behaviours.

Summary: how can you use people data more strategically?

Theme Four: Learning simulations

Most learning in a job comes from experience and feedback in the role. Simulations play to this by speeding up the amount of experience – putting people through a large number of realistic situations in quick succession so the learner develops the experience much more quickly. This year we’ve developed much more detailed simulations than ever before, including a unique in depth simulation: a year in the life of a CMO in one day. The simulation has participants acting as a marketing team making decisions and recommendations to their CEO, simulating various real world scenarios and showing tools to help make those decisions.

Summary: how can you speed up learning through simulations?

Theme Five: Accountability & Self-direction

Creating a culture of continuous learning requires a mindset shift from your organisation: no longer does the HR team take responsibility for your learning, you must take responsibility too, by using the resources HR makes available. Even more than this, a trend of self direction or self leadership has become desirable to power the future state of organisations which appears to include flatter structures, more rapid decision-making, less formal teams, more project based work.

We believe organisations can change their culture to be more empowered through technology, culture and training. From a training perspective we have successfully launched an experiential workshop called Self-leadership which lands key concepts including: goal setting, leveraging your strengths and self-talk. Development of this workshop was built on requests from several clients to help them promote accountability. Our research showed that self-accountability is the key driver of accountable cultures.

Summary: what are you doing to create a quicker, more adaptive, more accountable organisation?

8 things we’re doing at Realizer

Most of the trends above are being driven by large global companies, such as AT&T with its $250m training budget. Or Unilever, building a gamified, digital graduate recruitment process. However, we are adopting the principles to make our local instructor-led training even more effective.

  1. Customizing the training through people analytics
  2. Complementing in-room training with ongoing learning, support and coaching
  3. Encouraging peer to peer learning experiences during and after our training
  4. Creating more in depth simulations
  5. Tracking the impact of training on an ongoing basis, not just once
  6. Creating new content on self-leadership
  7. Developing an ongoing 15-month management training program
  8. Developing micro face-to-face learning with 45 minute 1:1 clinics

We welcome your feedback and comments on this article.

Written by Rob Pyne