skills development header 02

Skills Development

It goes without saying that people are the greatest asset in any organisation and that happy staff equate to happy guests. But the burning question is how do we ensure and maintain happy staff? Motivation.

Motivation is a key outcome here and the main driver of any successful training & development team.

Training personnel are in their positions because they care about people’s development. They grow a team by encouraging them to study and to learn. As Nelson Mandela said: “Education is the most powerful weapon which you can use to change the world.”

Training personnel are trained to observe the people in the workplace, they interact with everyone there as well as attend training sessions in order to form positive relationships.

They can coach and mentor staff on a daily basis and watch them succeed in their specific departments.

The training team also collaborates with business leaders to ensure performance is addressed amidst the ever-changing needs of the business’ environment and that staff challenges are addressed through the training department.

Having a training department that is well equipped sends a clear message to the staff that the company cares about their future and that the company is willing to invest in them; the results of which will be evident in low staff turnover and the knock-on effect will be seen in repeat customers. A win in anyone’s book.

Training providers are impartial. They have the expertise in many areas to work hand-in-hand with the training departments and business leaders. One of the most important steps is a training-needs analysis for a department, organisation or individual. The training provider can then assess performance gaps, recommend processes and system improvements after getting a holistic understanding of the challenges and concerns when conducting an analysis.

The training provider is objective and follows a structured process, thereby treating every employee the same way. Owing to the objectivity of the training provider, staff are more receptive as there is no internal politics and bias involved.

The training provider can recommend career paths, and suggest learning programmes, skills programmes and qualifications to fit the needs of the individual, department and organisation.

It is critical that the training provider understands the needs of the business instead of giving a list of training programmes for them to select. By asking the ‘why’ questions and delving deeper into the managers’ challenges, the training provider can then really understand the needs of the business - a huge benefit for the business. This may not happen in the initial orientation because time is needed to observe, engage with other managers and talk to staff. Building relationships is one of the most important steps in this process. Conducting research on the company and making sure there is a true understanding of the business before any training programmes are suggested, is key.

The training provider needs to find synergy with the business. During the orientation phase other recommendations can be made, such as improving a process or implementing a system, training is not always the answer to every manager’s problems.

If specific training is recommended and the provider has a true understanding of the needs, then a customised programme can be recommended. Duration, days, content and assessments can be tailored to fit in with the business, as its critical the training adds value to the employee and ultimately makes the business more successful.