6 Questions Corporate Training Specialists Are Puzzling Over

Contents:

• How to teach love and passion?
• Where is the line between professional and managerial competencies?
• Whose responsibility is training, the company's or the employee's?
• How to create a developing environment?
• What is "useful knowledge"?
• So who should you focus on in training?

On November 22, the conference "Future Learning: the Future of Learning and the Training of the Future" was held, organized by the consulting company Mozlab. L&D specialists discussed current issues facing corporate universities and training and development departments. The recording of the discussion is available on YouTube, and we offer an overview of the key points of the discussion. One of the main observations is that corporate learning is increasingly penetrating new areas that previously remained outside its sphere of influence. This raises many questions and requires a rethinking of approaches to training in the modern environment.

How to teach love and passion?

Corporate universities face limitations in the use of the terms "knowledge" and "skills." This conclusion was made by Yulia Uzhakina, General Director of the Rosatom Corporate Academy, during an expert discussion. While skills and abilities remain important, it has become clear that human qualities are no less crucial. They form the foundation for developing skills and competencies. Without this foundation, development becomes impossible. It is important to understand that successful training in a corporate environment requires an emphasis not only on technical knowledge but also on the personal characteristics of employees. Yulia gave the following example to illustrate management competencies. These competencies include goal-setting, the ability to motivate people, and situational leadership. However, these skills largely depend on the personal qualities of the manager, such as willpower and love for clients and employees. Even harsh feedback can be conveyed in different ways: on the one hand, one can be harsh, and on the other, one can show humanity. Without this human approach, it is impossible to become truly customer-focused. If a manager is not interested in the development of their employees, motivation becomes a difficult task. Furthermore, without will—both managerial and human—it is difficult to set ambitious goals and achieve significant results.

Providing people with knowledge and developing their management competencies without taking into account their personal qualities can lead to inefficiency. Without considering fundamental personality traits such as emotional intelligence, self-awareness, and adaptability, the process of developing management skills will sooner or later encounter obstacles. Therefore, achieving successful growth in management requires a harmonious combination of knowledge and personal qualities.

It is necessary to develop skills and competencies, but it is also important to provide support for their application. In this context, corporate academies, corporate universities, and L&D functions are moving into a narrower sphere related to personal characteristics, qualities, and psychophysiological aspects of a person. Currently, we are witnessing the emergence of a new model that emphasizes not management competencies, but the qualities of a leader. This transformation is essential for developing effective leaders capable of adapting to change and leading their teams to success.

Rosatom has not yet developed specific methods for working with development specialists regarding skills and qualities. However, it has become clear that there is a distinct difference between these two aspects. Supporting people in addressing the traits that shape their behavior is likely necessary. This may include helping them change the beliefs that underlie these traits.

Yulia received support from the discussion moderator, Oleg Zamyshlyaev, founder of the consulting company Mozlab and the Tellsy service. He noted that many companies that have spent several years developing their competencies and corporate culture, as well as engaging leaders through clearly defined algorithms, have achieved a significant increase in the quality of their work, from 40% to 74%. However, they face the limitations of current methods and must seek new approaches for further development.

Maria Klimova, Unilever's Global Learning Manager, emphasized the importance of personal qualities and love in the professional environment. She noted that Unilever's "leadership standards" emphasize the personal qualities and character traits of employees. These qualities are divided into two main categories: "inner game" and "outer game". "Inner game" refers to personal aspects such as emotional intelligence and self-awareness, while "outer game" includes interaction with others, communication, and teamwork. This approach fosters an effective and collaborative work environment where both individual abilities and teamwork are valued.

The "inner game" reflects what you strive to achieve as an individual, regardless of your professional activity and purpose. This includes your sense of purpose, your understanding of the meaning of life, your level of emotional intelligence, and the psychological safety you create as a leader for your team. Psychological safety has become a key concept this year, emphasizing the importance of adaptability and flexibility of thinking. The ability to learn and coach your team also plays a significant role. All of this ultimately flows into the "outer game," which we also consider in this context.

By "outer game," we mean the love we feel for our customers. We call this phenomenon "consumer love." In the FMCG business, the consumer and the buyer are central to our strategy and operations. Our focus on consumer preferences and needs allows us to build strong relationships with customers and increase their loyalty. We believe that understanding and respecting consumer needs are key factors for success in our industry.

A leader must possess many important qualities: a deep understanding of business, emotional empathy, and the ability to create psychological safety and an inclusive atmosphere within a team. These skills are essential for effective management and the development of a harmonious work environment.

Maria Klimova emphasizes not only "love" but also "passion" as key elements of corporate culture, which in English is defined as a "passion for high performance." This means that every employee must have internal motivation and inspiration to achieve high results. According to the speaker, this passion is relevant to all employees, regardless of their functions, departments, or positions, and represents an important aspect of the company's DNA. Implementing this value contributes to the creation of a dynamic and productive work environment where everyone strives for development and improvement.

Oleg Zamyshlyaev noted that this trend is intertwined with the concepts of sustainable development, well-being, and the creation of a harmonious environment. These aspects contribute to the development of employees, clients, and consumers alike. These topics are increasingly important in modern business, as they help foster more responsible and effective relationships among all stakeholders. Creating a harmonious environment and emphasizing well-being contribute to increased productivity and satisfaction, which ultimately leads to successful organizational development.

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Six books for effective employee training and development

Employee development is a key aspect of a successful business. Reading books on training and personal development can significantly improve your team's skills. This list presents six books that will help you create an effective training and development program for your employees.

The first book focuses on adult learning principles and how to apply them in the corporate environment. The second offers practical techniques for motivating employees and increasing their engagement. The third book focuses on developing leadership skills to build strong teams and effective work groups.

The fourth book offers innovative approaches to training, including the use of technology and remote formats. The fifth book explores the role of emotional intelligence in the workplace and its impact on team dynamics. The sixth book concludes the list, offering strategies for continuous development and self-learning.

These books will be useful tools for managers, HR specialists, and anyone interested in improving the performance of their team. Reading and implementing knowledge from these sources will help create a culture of learning and continuous development within your organization.

Where is the line between professional and managerial competencies?

Roman Baskin, Director of the Russian Railways Corporate University, noted an important trend in corporate training. Previously, corporate universities focused on developing managerial competencies, or soft skills, while specialized knowledge and skills, known as hard skills, remained in the background. However, today the boundaries between these two categories are beginning to blur. This shift is driven by the rapid development of technologies, which require employees to adopt new approaches to work. Roman cited the example of the Russian Railways Corporate University, which initially did not plan to implement industry-specific railway knowledge, believing that nine specialized universities were sufficient to train specialists. However, changing business needs and technological innovations require a rethinking of approaches to training and development. Roman emphasizes the importance of a clear distinction between managerial and professional competencies in today's environment. He notes that traditional approaches to leadership, such as fostering a trusting atmosphere and motivating teams, are becoming insufficient. Given technological changes, particularly in areas such as quantum communications and hydrogen locomotives, the need to integrate managerial and professional skills is becoming clear. The line between these competencies is blurring, and companies must adapt to new requirements by ensuring flexibility and transparency in their approaches to managing and developing employees. This will allow them to effectively respond to the challenges of the time and remain competitive in a rapidly evolving technological landscape. Can corporate universities replace traditional colleges and universities? How can the boundaries of a corporate university's competence and its capabilities in professional training be defined? Roman Baskin raises this important question. Russian Railways, he said, found its solution: "We realized we couldn't delve into studying modern locomotives, but we needed educational programs for certain management levels. These programs should consist of 30% 'soft' skills, as our colleagues say, and 70% 'hard' skills."

This combination helps prepare qualified personnel capable of working effectively in today's environment. It's important to understand that corporate training should complement, not completely replace, traditional education. Corporate universities can become an important tool for upskilling employees and adapting to rapidly changing market conditions.

The Russian Railways Corporate University has launched new programs for lawyers, construction workers, and IT specialists. According to Roman, these programs contain modern technological elements, which makes them relevant and useful for the professional development of employees.

Reading is an important aspect of our lives, as it contributes to the development of thinking and broadening of horizons. It helps us gain new knowledge and improve our skills. In today's world, where information is available in abundance, it's important to be able to filter and analyze what we read. Books, articles, and blogs can be excellent sources of information that will help you stay up to date with the latest trends and events. Regular reading not only develops intelligence but also helps improve cognitive functions such as memory and concentration. Incorporating reading into your daily life can significantly enrich your experience and improve your quality of life. Therefore, devote time to reading, choosing a variety of genres and topics to get the most out of it.

Employee retraining in Russian companies: current status and key challenges

The process of employee retraining in Russian companies plays an important role in helping workers adapt to changes in the labor market and internal organizational requirements. However, despite the importance of this process, a number of problems exist that hinder its effective implementation.

First, many companies underinvest in the training and development of their employees. Retraining is often limited to short-term courses or seminars that don't always meet the real needs of the business. This results in employees acquiring theoretical knowledge without the opportunity to apply it in practice.

Secondly, there is a lack of a systematic approach to retraining. In most cases, training is not integrated into the company's overall development strategy and fails to address the individual needs of employees. This creates a gap between what employees learn and what is required to successfully perform their duties.

Finally, not all companies have access to high-quality educational resources and programs. This limits opportunities for employee development and impacts their motivation and job satisfaction.

Therefore, to improve the effectiveness of employee retraining in Russian companies, it is necessary to improve investment in training, develop a systematic approach, and ensure access to high-quality educational programs. This will not only help improve employee skills but also improve overall business performance.

Whose responsibility is training, the company's or the employee's?

Elena Faber, Director of the Magnit Corporate Academy, discussed the current trend in learning experience management. This trend arose in response to the needs associated with process automation, making training in digital competencies essential. The company is also seeing growing interest in horizontal career development. Employees seek a clear understanding of which professions they should retrain for and what skills they need to develop. As a result, they expect personalized career counseling and recommendations on educational tracks, which contributes to a more effective learning process and career development.

The consulting option, previously available only to top management, is now becoming available to the general staff, opening up new horizons in the field of HR. "This is a serious challenge for us," says Elena. "However, we recognize that we need to begin developing this initiative in 2022." This approach will significantly expand the reach of consulting services and improve the effectiveness of employee engagement.

The question of who should be responsible for employee training—the company or the employees themselves—is becoming increasingly relevant. Elena Faber notes that over the past two years, largely due to the pandemic and the transition to remote learning, there has been a trend toward employees being responsible for their own training. At the same time, the company is obliged to create an environment conducive to independent learning. One such solution could be a marketplace offering employees a wide selection of training programs tailored to their individual needs and requirements. This will allow each employee to develop in accordance with their professional goals and interests, and the company to improve its overall qualifications and competitiveness.

Elena Faber noted: "Learning is everyone's right, and responsibility for it lies with the individual."

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The Six Most Promising Technologies for Corporate Training

Modern trends in corporate training emphasize the implementation of innovative technologies that help improve the effectiveness of employee training. Among them, the following six technologies stand out, which can change the approach to training in companies.

The first important technology is mobile learning. With the help of mobile applications, employees can access training materials anytime and anywhere. This provides flexibility and convenience, which is especially relevant for modern companies.

Virtual reality (VR) also occupies a leading position in corporate training. VR technologies make it possible to create immersive learning environments in which employees can practice skills in a safe and controlled environment.

Artificial intelligence (AI) is becoming an integral part of the educational process. AI solutions can tailor content to the individual needs of each employee, analyze progress, and provide recommendations for improvement.

Online courses and webinars continue to gain popularity. They provide the opportunity to learn from experts without the need for a physical presence. This reduces training costs and expands access to knowledge.

Gamification of learning is another important trend. Using game elements in educational programs increases employee motivation, making the learning process more engaging and memorable.

Finally, data analytics plays a key role in evaluating training effectiveness. Using analytical tools, companies can track employee progress, identify weaknesses, and optimize training programs.

Incorporating these technologies into corporate training will help companies not only improve employee knowledge but also make the learning process more effective and adaptive to rapidly changing market conditions.

How to create a development environment?

Elena Tikhomirova, CEO of the eLearning Center and author of the book and Telegram channel "Live Learning," emphasizes the importance of creating a motivating learning environment. She emphasizes that successful learning requires not only knowledge but also the ability to admit ignorance. A culture of ignorance allows people to openly discuss their knowledge gaps and learn from them, which in turn promotes deeper understanding and development. It's important to create an atmosphere where students can freely ask questions and pursue new knowledge, which ultimately improves the overall effectiveness of the educational process.

Corporate universities often use the slogan: "Develop, gain new knowledge!" However, as Elena notes, it's also important to develop a culture of acknowledging ignorance: "A company should be comfortable admitting what I don't know." For example, if an employee isn't familiar with such great figures as Mozart or Pushkin, that's not a problem. The main thing is that they can openly admit this, knowing they'll receive support instead of judgment. This could take the form of offering training or taking advantage of available opportunities for professional development. Creating such an atmosphere contributes not only to the personal growth of employees, but also to the overall development of the company.

Elena emphasized that The social factor is a key condition for creating a developing environment. Metacompetencies, such as compassion, depend largely on an individual's internal attitudes. This emphasizes the importance of creating a supportive social atmosphere conducive to the development of the necessary qualities and skills. It is important not only to develop professional competencies but also to foster a positive attitude towards others, which ultimately influences the overall effectiveness of interactions in society.

The complexity of the training topic is often associated not only with the process itself, but also with the need to change mental attitudes. Everything we have discussed indicates that the training task cannot be solved using traditional methods alone. This requires rethinking basic attitudes, such as "I am a manager, and I act in a certain way." We must move to new approaches that include active listening, developing empathy, and developing certain qualities. For such deep learning, an individual approach is not enough; It is necessary to create a learning process that promotes knowledge sharing and active learning.

With the development of the digital environment and the transition to remote work, training in companies has shifted from a group format to an individualized one. Now, each employee is assigned a specific course to complete. However, the effectiveness of this approach and the level of material acquisition remain questionable. To achieve maximum learning effectiveness, it is important to consider employee needs and provide support at all stages. Otherwise, individual courses may not produce the expected results and reduce the overall productivity of the team.

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Motivating adults to learn is a key aspect of their personal and professional growth. Adults typically have their own reasons for learning, and it's important to consider these motives. To successfully motivate adults to learn, it's recommended to create a comfortable and supportive environment where they can feel confident and free.

One effective way is to use practical examples that show how new knowledge can be applied in real life. This will help adults see the value of learning and its impact on their career and personal development. It's also worth noting that adults often prefer learning based on their own experiences, so it's important to include elements of self-reflection and discussion.

Additionally, providing opportunities to interact with other learners can significantly increase motivation. Group work and sharing experiences create a sense of community and maintain interest in learning. It's also important to consider each person's individual goals and preferences to offer personalized approaches to learning.

Creating a clear structure and clear learning goals also helps increase motivation. People who understand what they want to achieve are more likely to actively participate in the educational process. Ultimately, support, recognition of achievements, and opportunities to apply acquired knowledge in practice play a crucial role in motivating adults to learn.

Automation significantly simplifies and accelerates the learning process, but sharing experiences, successes, and failures in groups remains crucial. Isolation does not facilitate a shift in thinking paradigms, warns Elena. The need for social learning is obvious. "In real life, change occurs through interaction with colleagues, through discussions, debates, and the joint search for solutions," she explains. This approach allows employees at any stage of training to ask questions, clarify important points, and share insights. Moreover, training covers intangible aspects, such as the ability to value customers and employees, the development of willpower, and the development of good qualities. These concepts often lack clear definitions, so real-life stories and real-life cases become especially important for understanding and applying knowledge in practice.

The training market has undergone significant changes during the pandemic, with an emphasis on personalized and digital learning, which has led to significant economic growth. However, this shift has also created a shortage of group training, which can influence leaders' attitudes and perceptions about important values ​​such as kindness and love. These aspects, previously unassociated with corporate training, are now becoming more relevant. Discussion moderator Oleg Zamyshlyaev summarized Elena's thoughts, emphasizing the need to integrate social elements into educational programs for the more harmonious development of employees and organizations as a whole.

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Observational learning is the process by which an individual acquires new skills and knowledge by observing the behavior of others. This approach is based on the idea that people can learn not only through their own experiences, but also through the experiences of others. Learning is viewed as a social process, as it occurs in the context of interaction with others. Important elements of this process include imitation, modeling, and interaction with the environment.

Observational learning plays a key role in the development of social skills such as communication and cooperation. It also promotes the development of critical thinking and the ability to adapt to different social situations. Since learning occurs in society, it emphasizes the importance of the social environment and cultural factors in the educational process.

Thus, observational learning not only enriches individual experience but also strengthens social ties, making it an important element in the process of learning and personal development.

What is "useful knowledge"?

The mention of Mozart and Pushkin in the context of the "culture of ignorance" is not accidental. At first glance, an employer might not care whether an employee knows Mozart; what matters is that they possess the necessary skills to perform the job. Many believe that a corporate university should focus exclusively on providing applied knowledge useful for job functions. However, Yulia Uzhakina raises an important question: is this really the right approach, and what is meant by the term "useful knowledge"? It's important to understand that broad cultural erudition can enrich employees' thinking and contribute to their personal and professional growth. Useful knowledge is typically associated with practicality and relevance to everyday life. Classic methods of assessing training effectiveness rely on criteria such as "applicable - not applicable" and "relevant - irrelevant." However, over time, it has become clear that such a narrow framework limits our perception. That's why we began exploring the concept of "the usefulness of the useless." Ultimately, no one knows in advance what knowledge will prove valuable in the future. Therefore, it's important not only to focus on obvious usefulness but also to be open to learning knowledge that may initially seem inapplicable. This expands horizons and creates the opportunity for unexpected discoveries in life and career. According to Yulia, the Rosatom Corporate Academy emphasizes providing a diverse range of knowledge. The humanities track, which may seem irrelevant to professional work, is particularly in demand. This track includes lectures on history, literature, and art. How does this relate to the company's benefits? These classes develop listening and viewing skills, broadening one's horizons, which, in turn, helps a person overcome the inner critic that arises when faced with new and innovative ideas. Without a broad perspective, employees do not develop lateral and integrative thinking, which hinders the process of generating new knowledge and creative approaches. Therefore, the absence of such qualities can become an obstacle to the formation of an innovative culture in the organization.

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Companies are increasingly inviting astronaut and art historian speakers to conduct events and training sessions. This is driven not only by the desire to create engaging events but also by the need to inspire employees, expand their horizons, and demonstrate how various disciplines can intersect with business. Astronaut speakers share unique stories about their journeys into space, which helps employees see their work from a new perspective and understand the importance of teamwork and innovative thinking. Art historians, in turn, help develop creativity and critical thinking, which are also key skills in modern business. Inviting such specialists fosters a culture of openness and a desire for new knowledge, which ultimately has a positive impact on employee productivity and satisfaction. Thus, companies use the diversity of knowledge and experience to create a more dynamic and engaged work environment.

So who should you focus on when it comes to training?

Learning is the responsibility of every employee, and creating a development environment with consulting on learning experience management is indeed an attractive approach. However, it is important to avoid extremes when a corporate university focuses exclusively on those seeking vertical career growth. It is also necessary to consider those employees who are satisfied with their current position and are ready to stay there long-term, even for 25 years. Roman Baskin raises this topic. It is important to provide educational opportunities for all employees, regardless of their career ambitions, which contributes to the overall development of the company and improves its corporate culture.

In the past, we paid more attention to the so-called "reservists", focusing on improving their level and moving up the career ladder. However, we've now realized that if we continue in the same vein, a significant number of managers at a large company like Russian Railways could fall outside our purview, creating serious risks. We now understand the need to actively engage those employees who aren't seeking vertical growth and prefer horizontal career development. These specialists want to delve deeper into their fields, become experts, and make a meaningful contribution to the organization based on their knowledge and experience.

Oleg Zamyshlyaev supported this thesis, noting that initially, companies thought it wise to train only those employees who demonstrated an active desire to develop. However, after several years, they faced a crucial dilemma: from whom would they be able to extract the most value in the long term—five, seven, or even ten years? The key is to not miss out on talented employees who are not always the first to express a desire to learn, but can bring significant benefits to the company in the future.

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