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Learn & Earn theme on wooden background with stationery items.

<p dir="ltr">Learning and development currently has a huge burden of responsibility on its shoulders.</p><p dir="ltr">As a r<a href="https://www.ey.com/en_be/workforce/the-ever-growing-importance-of-l-d-in-the-future-of-work" data-mce-href="https://www.ey.com/en_be/workforce/the-ever-growing-importance-of-l-d-in-the-future-of-work" data-mce-selected="inline-boundary">ecent EY report﻿</a> suggests, the L&amp;D function needs to evolve and do so quickly. It rightly recognises that L&amp;D shouldn’t just be thought of as a so-called ‘retention measurement’, but as an enabling function in an organisation's business strategy.</p><p dir="ltr">I couldn’t agree more with EY’s assessment, but the question for many L&amp;D professionals is: ‘Where do we start when it comes to reimagining L&amp;D?’ I believe we need to go against the conventional wisdom of ‘think big’, and actually start out by thinking much smaller. It's also fundamental that we start to identify the right problems to solve in organisations, and then look at ways we can assert marginal gains. </p><h2 dir="ltr">Solve the right problems</h2><p dir="ltr">To assert fundamental change in any line of work, you have to know what your starting point is. However, for the last two-and-a-half years, it’s been really easy for L&amp;D professionals to get stuck in ‘firefighting’ mode. </p><p dir="ltr">Now that the dust has somewhat settled, we need to get back to thinking about some fundamental questions:</p><ul><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">What learning and skills do team members currently want?</p></li><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">What skills is the company currently lacking?&nbsp;</p></li><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">How can these two things be dovetailed so that immediate action can be taken?</p></li></ul><div id="advertCentre"><div id="c501Ad" class="commercialSlot" data-location-code="C" data-sizes="fluid|300x250|970x250|728x90" data-google-query-id="CL2wxbSFooEDFc9NQQId_UsKTA"></div></div><p dir="ltr">Not only does answering these questions provide some focus, it also helps you to work on the business instead of necessarily in it. </p><p dir="ltr">One way we’ve sought to bring some objectivity to our thinking and planning of L&amp;D has been to deploy some specialist learning partners into the business. These individuals are tasked with understanding the real L&amp;D needs of our teams and departments at a much deeper level. This approach allowed us to ask the right questions, solve the right problems and crucially take immediate action. </p><h2 dir="ltr">Take action and think smaller</h2><p dir="ltr">So, by asking the right questions, you’ve hopefully given yourself the right focus to start taking action. But where do you start? I’ve always been a fan of British Cycling – particularly when Dave Brailsford was at the helm. Under his stewardship, British Cycling went from zero to hero in a relatively small window of time thanks to Brailsford’s deployment of ‘marginal gains’ theory. </p><p dir="ltr">Although not a new technique, Brailsford set about asking the right questions and answering them through action that would result in regular and sustainable one per cent gains. Instead of making one or two major changes, he was absolutely forensic in listening and looking at every aspect of the whole team's performance – from cyclists to support staff. Over time he managed to make small marginal performance gains compound into huge strides forward. I believe to bring about the change we need in today’s L&amp;D sector we need to take a similar approach.</p><h2 dir="ltr">Forensic listening</h2><p dir="ltr">First, as L&amp;D professionals we need to be more forensic in listening to the demands and interactions of our people. This helps us provide better educational initiatives and outcomes.</p><p dir="ltr">One way we’ve done this is by better analysing interactions with our training via our internal comms channels – Slack being a great barometer of how people are engaging with the training initiatives we run. </p><p dir="ltr">Posts, comments and reactions in our company’s learning Slack channel all help us to understand our own communication style when it comes to engaging learners, how to reach key groups in the business and the types of educational content people like/don't like.</p><p dir="ltr">We’ve also invested in feedback gathering – particularly in a period that’s seen us move to remote and hybrid working. The feedback we get from pulse surveys is invaluable. From survey scores, we can tangibly measure the rate of behaviour change within the business when it comes to L&amp;D and actively seek out marginal gains.&nbsp;&nbsp;&nbsp; </p><h2 dir="ltr">Empowering a wider community of practice</h2><p dir="ltr">Building a so-called ‘community of practice’ can be a small, but ultimately powerful, thing when it comes to optimising L&amp;D within an organisation. First, you need to build the right infrastructure. This could be as simple as setting up regular touchpoints with those administering learning and education initiatives in your organisation. We’ve done this with our company’s management strata in the form of a monthly forum where they can discuss what’s working well, what could work better and the small gains they feel they’ve been able to leverage as a result of the previous month's actions. </p><h2 dir="ltr">It’s not rocket science</h2><p dir="ltr">In a sector that can be distracted by the latest L&amp;D trends and fads, it’s essential that we get back to basics. L&amp;D is about listening to the needs of a business, but it’s also about listening to the needs and feedback of those taking part in learning opportunities. It’s only by actively listening and empowering your people with the tools they need to engage with L&amp;D that you’ll develop programmes that are fit for purpose.</p>

How do we start reimagining L&D?

I'm new written on a memo at the office in a city          

<h2>Introduction</h2>
<p>Effective employee onboarding is crucial for the success of any organization. It sets the tone for new employees, helps them feel welcome, and enables them to quickly become productive members of the team. In this blog post, we will share 5 tips to ensure your employee onboarding process is efficient and impactful.</p>

<h2>1. Start before Day One</h2>
<p>The onboarding process should begin even before the new employee's first day. Send them a welcome email with important information such as their start date, time, and location. Include any necessary paperwork that they can complete in advance to save time on their first day. This will help them feel prepared and excited to join the team.</p>
<figure id="figure-xjeud9xg4lm0ppvx3"><img id="xjeud9xg4lm0ppvx3" src="https://images.unsplash.com/photo-1484480974693-6ca0a78fb36b?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHw4fHxvbmJvYXJkaW5nJTIwY2hlY2tsaXN0fGVufDB8fHx8MTY5MzU3OTg1NXww&ixlib=rb-4.0.3&q=80&w=1080" alt="onboarding checklist" class="object-cover bg-gray-100" style="aspect-ratio: 16/9"></figure>

<h2>2. Create a Structured Onboarding Program</h2>
<p>A well-structured onboarding program provides a clear roadmap for new employees, ensuring they receive consistent and comprehensive training. Break down the onboarding process into manageable steps, covering topics such as company culture, job responsibilities, and team introductions. This approach will help new employees feel supported and reduce any feelings of overwhelm.</p>

<h3>2.1 Assign a Buddy or Mentor</h3>
<p>Pairing new employees with a buddy or mentor can greatly enhance the onboarding experience. This person can provide guidance, answer questions, and help the new employee navigate the organization. Having a designated point of contact fosters a sense of belonging and accelerates the learning process.</p>
<figure id="figure-68w7q4cnlclm0ppxe2"><img id="68w7q4cnlclm0ppxe2" src="https://images.unsplash.com/photo-1573497490790-9053816a01d4?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwxNXx8ZW1wbG95ZWUlMjBtZW50b3J8ZW58MHx8fHwxNjkzNTc5ODU3fDA&ixlib=rb-4.0.3&q=80&w=1080" alt="employee mentor" class="object-cover bg-gray-100" style="aspect-ratio: 16/9"></figure>

<h2>3. Provide Clear Expectations</h2>
<p>Clearly communicate expectations and performance goals to new employees. This clarity helps them understand what is expected of them and how their role contributes to the overall success of the organization. Regularly check in with them to ensure they are on track and provide constructive feedback to support their growth.</p>

<h2>4. Offer Opportunities for Skill Development</h2>
<p>Investing in the development of new employees not only benefits them but also the organization as a whole. Provide opportunities for them to learn and grow, whether through training programs, workshops, or mentorship. This will help them feel valued and motivated to contribute their best work.</p>
<figure id="figure-fs8taw20rslm0ppyq4"><img id="fs8taw20rslm0ppyq4" src="https://images.unsplash.com/photo-1486312338219-ce68d2c6f44d?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwyNXx8ZW1wbG95ZWUlMjB0cmFpbmluZ3xlbnwwfHx8fDE2OTM1MDI1MDV8MA&ixlib=rb-4.0.3&q=80&w=1080" alt="employee training" class="object-cover bg-gray-100" style="aspect-ratio: 16/9"></figure>

<h2>5. Solicit Feedback and Continuously Improve</h2>
<p>Feedback is crucial for improving the onboarding process. Regularly check in with new employees to understand their experience and gather suggestions for improvement. Actively listen to their feedback and make necessary adjustments to ensure a seamless onboarding experience for future hires.</p>

<h2>Conclusion</h2>
<p>Effective employee onboarding sets the stage for long-term success and employee satisfaction. By starting before day one, creating a structured program, providing clear expectations, offering skill development opportunities, and soliciting feedback, you can create an onboarding process that engages and empowers new employees, leading to higher retention rates and increased productivity.</p>

JackHR Blog

How do we start reimagining L&D?

5 Tips for Effective Employee Onboarding