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The training and development (T&D) function in the company has always been in an environment of constant dynamics and the need to quickly respond to changes. In a rapidly changing reality, T&D specialists are faced with new challenges that require adaptation and transformation of approaches. As part of the discussion "The New Role of Inhouse T&D: Transformation of the Training and Development Function" organized by Theory & Practice, the key problems that have arisen before the T&D functions recently were discussed. We have prepared the main conclusions from this meeting.
Three conditions of the new reality
The meeting participants identified the main characteristics of the new reality that significantly affect the activities of T&D teams. In general, three key aspects can be identified.
The labor market situation during an economic crisis inevitably leads to a reduction in HR expenses. Alexey Borisov, Director of T&D at Support Partners and former head of the Alpha-Experience corporate university, emphasizes that in such times, it is the costs of employee training and development that are at risk. This was observed during both the 2008 crisis and the 2014 crisis. It is important to note that such measures, although short-term, can negatively impact long-term business performance, as training and development are what contribute to companies' competitiveness. Reduced investment in these areas may lead to a shortage of qualified personnel, which in turn will hinder business recovery after the crisis.
The T&D function is not is disappearing, but now it will have to operate under limited budgets and reduced teams. As a result, the entire T&D function will be responsible for one generalist with a variety of skills and the ability to perform various tasks without the support of a team.
Old business approaches are losing their effectiveness, and new ones have not yet been formed. This also affects educational processes. Nevertheless, the strategic objectives of companies remain relevant, and new tactical tasks are being added to them. The situation resembles moving in fog, when visibility is limited. It is important to adapt to changes and find optimal solutions to achieve goals in a state of uncertainty.
Many companies are faced with a state of "defocus". Businesses do not recognize the ongoing changes, and training and development departments do not understand which direction to move in. The old model no longer brings results, and new solutions have not yet been developed. At the same time, the discussion of the need for change continues. Alexandra Zhirnovskaya, Director of the Theory & Practice emphasizes the importance of finding new approaches to adapt to modern conditions. Companies must recognize the need for transformation and actively work to implement innovative methods to remain competitive in the market.
In a constantly changing external environment, which occurs almost weekly, training processes must be highly speedy and effective. Alexey Borisov emphasizes the need to apply agile methods in personnel training. Instead of traditional multi-tiered training systems in the areas of T&D and Talent Management, it is necessary to focus on short, quick, and simple solutions that ensure rapid results. This approach allows companies to adapt to new challenges and market demands, increasing their competitiveness.
Elizaveta Afanasyeva, Head of the Leadership Development Competency Center at MegaFon, noted an important trend in educational processes. In today's business environment, time is becoming a critical resource. New educational programs must be developed promptly, which requires the rapid integration of teams of methodologists and a reduction in the pilot phase. Effective training must be implemented without delay to meet the demands of a dynamically changing market and ensure high-quality employee training.
Tight deadlines for changes to the training system require a prompt response to new requests that managers may have in just a month. It is necessary to adapt and move in a different direction than the initial yearly plans.
Previously unplanned requests for training and development (T&D) can cover both technical skills (hard skills) and personal qualities (soft skills). This allows organizations to flexibly adapt to the changing needs of employees and the market. Requests can arise due to new projects, changes in company strategy, or identified knowledge gaps. Effective management of such requests contributes to the improvement of professional qualifications and the overall productivity of the team.
Elizaveta Afanasyeva notes that the company is seeing a growing interest in soft skills. Managers are actively requesting solutions related to personal leadership in a changing environment. It's important to understand how to effectively communicate changes to employees, as well as how to motivate, engage, and engage them, especially when managers themselves may be experiencing difficulties or demotivation. Managing internal resources and people during times of change becomes key. In times of crisis, the emphasis on soft skills and interpersonal relationships is becoming especially relevant for managers and leaders.
Maria Ovchinnikova, Training Project Manager at Burger King, She noted that her team is actively developing key skills that can be quickly mastered. This is essential to supporting employees who drive results for the company. One such skill is working with dashboards. This tool saves time, as users can immediately see ready-made statistics and draw conclusions without having to manually compile the data. Therefore, it is important to promptly train employees on how to use dashboards, which will significantly improve their efficiency.
The experts exchanged opinions and experiences, touching on key aspects that should be addressed when organizing the T&D function in a modern environment.
Finding New Approaches
Working under pressure from budget and staff cuts requires new approaches. Alexey Borisov identified several strategies that will help adapt to the changed conditions. First and foremost, it's important to optimize processes and review current expenses. Using technology to automate routine tasks can significantly improve efficiency. It's also worth considering cross-training employees to enable them to perform multiple functions and support the workflow. Furthermore, it's important to remain open to new ideas and approaches, which fosters innovation within the team. Effective communication and collaboration are also key to successfully adapting to new conditions.
- leverage free tools;
- creatively utilize existing resources, such as event venues, internal experts, or e-learning systems;
- team up with industry colleagues for collaborations and joint learning activities.
Alexandra Zhirnovskaya emphasizes the importance of creativity in today's environment: "We are forced to be inventive in order to continue performing familiar tasks while using new tools and resources. We remain in our roles, and our observation skills, ability to establish new contacts, and broad perspective are key. Previously, we could afford to pay for training, but now budgets are limited. The question is: where can I turn for help? What steps can I take on my own?" How to effectively solve assigned tasks?
Time for simple and quick solutions
The urgency of tasks requires the search for prompt solutions. Rapid learning is becoming an important tool in this process. It allows you to adapt to new conditions, master the necessary skills, and effectively cope with emerging challenges. Rapid learning not only accelerates the process of knowledge acquisition but also improves the quality of task performance, which is especially important under time constraints. Using effective learning methods can significantly increase productivity and help achieve goals in a short time.
Maria Ovchinnikova shared her experience, arguing that training should focus on the minimum knowledge required to complete the job. However, it is important to continue learning in practice, gaining additional knowledge through mentoring and guidance. A high-quality abbreviated course is always based on thorough methodological preparation, which allows for the effective transfer of knowledge and skills.
Tests are an effective method of rapid learning, allowing you to update and consolidate knowledge. Brief questions activate memory and promote better information absorption. Regular quizzes not only help assess knowledge but also identify areas requiring additional attention. Using quizzes in training makes the process more interactive and engaging, which increases motivation to learn.
Elizaveta Afanasyeva provided examples of formats that accelerate the learning process for leaders. These methods effectively develop the skills and competencies necessary for successful leadership. Using modern approaches in training helps not only reduce the time required to master materials but also improve the quality of knowledge acquisition. The use of innovative technologies and interactive methods makes the learning process more engaging and effective, which is important for building a strong leadership team.
- transferring theory to an e-learning format: landing pages, distance learning courses, chatbots;
- marathons limited in time and topic;
- short formats with a trainer - similar to training in a gym, when a person practices a narrow, specific skill.
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Creating a corporate course under a tight deadline requires a clear approach and effective methods. The first step is to define the course goals and target audience. This will help you focus on key topics and the right content.
The next step is gathering the necessary material. Use existing resources, such as presentations, documents, and videos, to speed up the process. If you have access to subject matter experts, conduct brief interviews or surveys to obtain relevant information.
Once you have collected the material, create a course structure. A clear outline will help organize the information and make it more accessible to participants. Make sure the course structure is logical and consistent.
Then move on to developing the content. Use simple and clear language, avoiding complex terms unless necessary. Include interactive elements, such as quizzes or assignments, to maintain participant interest.
Don't forget about visual design. An attractive design will help hold attention and make learning more enjoyable. Use graphics, tables, and diagrams to illustrate key points.
Finally, test the course before launch. This will help identify potential problems and improve the quality of training. After completing all stages, you will be able to effectively launch your corporate course, even if the deadline has already passed.
T&D Specialist as a Universal Soldier
Elizaveta Afanasyeva notes that in recent months, the role of T&D specialist has become increasingly versatile. Modern businesses value employees with a broad range of competencies. This is due to the need to adapt to rapidly changing market conditions and company needs. Specialists who can integrate various skills and knowledge are becoming key to achieving organizational success.
A T&D specialist must possess a number of key competencies. Firstly, they must be able to organize events that will effectively facilitate employee development. An important part of their job is constant interaction with the business to understand changing needs and proposals for relevant solutions. Such a specialist must be able to analyze and work with data, which allows them to make informed decisions. In addition, strong digital skills are a must, as this allows them to adapt to modern technologies and training methods. A T&D specialist is a universal expert, capable of solving a variety of tasks, including personnel assessment and development of development programs. This makes them an important link in the company's talent management system and helps improve the team's effectiveness.
A Product-Based Approach to Training Development
In many organizations, the creation of training programs is viewed as product development, using similar principles and processes. If this is not the case in some places, then now is the time to implement a product-based approach. It helps improve quality while minimizing unnecessary time and financial costs. This approach allows for more effective development of training programs that meet employee needs and market demands, which ultimately leads to improved results and increased competitiveness of the company.
The product approach requires mandatory research of the target audience before Development of educational programs. This is especially relevant for non-standard training, when the company has no experience in this area. Conducting custom development allows us to better understand the needs and expectations of trainees, which contributes to the creation of more effective and relevant courses. This analysis helps avoid common mistakes and make the training as useful as possible for participants.
While we cannot guarantee 100% accuracy, having the results of audience and needs research significantly increases the likelihood of a successful outcome. If we have analyzed the target audience in advance, we have a better chance of offering exactly what is required and achieving the expected result. Otherwise, the absence of such research can lead to uncertainty and an increased risk of errors. By acting on outdated practices and templates, we jeopardize the success of our project. Alexandra Zhirnovskaya emphasizes the importance of this research for minimizing risks and increasing the accuracy of decision-making.
A product-based approach to training includes not only custom development but also hypothesis testing through the launch of minimum viable products (MVPs) for training programs. An MVP is a simplified version of a training program that helps determine its relevance and alignment with the target audience's needs. This approach allows for collecting feedback and making necessary adjustments, which contributes to the effective development of the program and increases its value for participants.
Maria Ovchinnikova noted that Burger King's operational business is highly dynamic, and time for employee training is limited. Therefore, the use of trial and error methods, hypotheses, and tests, as well as continuous feedback from trainees, allows training and development specialists to quickly find effective solutions and adapt them to business needs. She emphasized that this approach improves interaction with business functions. When specialists approach a business with a proposal: "We've developed a product for you." "Share how it works for you, what problems it solves, and which ones remain unresolved," business representatives realize that the team is working for their benefit, which facilitates constructive dialogue.
Error Tolerance and an Iterative Approach
In conditions of high uncertainty, incomplete data, and rapidly changing tasks, the search for new approaches is inevitably associated with errors. Product research can help reduce risks, but it cannot completely eliminate them. This understanding must be shared by the T&D service and the business as a customer. Experts note that the T&D function has significant potential in increasing error tolerance. In today's realities, situations often arise when it is not possible to assemble a group for synchronous training, the program proves ineffective, or loses its relevance. It is important to be able to accept mistakes, adapt flexibly, and prepare for new iterations. This approach will not only reduce risks but also help develop innovative solutions.
The ability to accept mistakes and quickly adapt to a changing business environment is becoming a key competency for companies. As Elizaveta Afanasyeva notes, it is important not only to learn from mistakes but also to change your behavior in response to new challenges. Businesses are faced with the need to quickly restructure, test, and implement innovative solutions. If any of these solutions does not produce the expected results, it is important to be able to abandon it, even if significant time and financial resources were invested in its development. Perhaps it is worth considering other, more promising areas. This will allow companies to remain competitive and successfully cope with the challenges of the modern market.
Justifying your value and "getting to the bottom line"
T&D functions play a key role in business, and their importance in demonstrating effectiveness and impact on the final results has been discussed for many years. In today's environment, it is especially important to highlight their contribution to the overall productivity of the company in order to protect these functions from potential layoffs. Businesses need to see a real return on investment in training and development, which makes transparency and measurability of T&D functions' results critical to the organization's sustainability and growth.
A training and development department becomes a valuable asset to a business when it understands the language of business, can analyze financial indicators, and demonstrate the benefits of its training and development projects. Maria Ovchinnikova notes: "We focus on the metrics that are important to the business and reflected in its KPIs, such as turnover, EBITDA, personnel costs, and production. We know how to convert these indicators into monetary equivalents. When justifying the implementation of new products, we clearly understand what is happening at the business level and in real-world conditions." This not only improves work efficiency but also justifies investments in training and development, which contributes to the company's growth.
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The Digital Learning 5.0 conference discussed key trends and challenges in digital learning. Participants shared their opinions on how modern technologies influence the educational process. Particular attention was paid to the need to integrate interactive methods and personalized approaches to learning. Experts noted that adapting to new labor market demands and developing digital skills are becoming priorities for educational institutions. The conference provided an opportunity to discuss current issues and find effective solutions for improving the quality of education in the digital age.
Maria is convinced that times of crisis present a unique opportunity for training departments to strengthen their reputation and become reliable partners in solving business problems, rather than simply responding to incoming requests. It is important to focus business clients' attention on identifying the true causes of the problems they seek to solve through training. Training departments should actively participate in this process, offering their expertise and assistance in identifying root causes. Such collaboration will not only improve the effectiveness of training programs but also help businesses adapt to change and achieve their goals.
In this case, we monitor processes and identify points of inefficiency. For example, a manager might spend two hours on a task that could be completed in 30 minutes. When presenting the results of this analysis to business partners, we don't simply recommend developing emotional intelligence based on current trends. We back up our proposals with specific metrics that show where performance dips are occurring. By analyzing the data, we can determine the factors driving these changes. We then approach the business with our findings: "Friends, the probable root causes are as follows. This is our hypothesis based on your metrics, which are compared with similar regions. Please pay attention to the level of competencies in these areas."
A proactive approach to identifying root causes leads to significant time savings for both the business and the Learning and Development (T&D) department. Identifying the root causes of problems helps prevent recurring errors and optimize processes, ultimately leading to increased efficiency and improved results. Using proactive analysis methods helps create more resilient business processes and develop employees, which is the key to success in a competitive environment.
As a T&D team, we must look to the future. When a business approaches us with a request, it means they already have unresolved problems. Product development takes time, and even if we can provide a solution promptly, the business will still experience difficulties. This is a period when they will continue to face existing pain points. We must take this into account when working on our projects and strive to better understand business needs.
It is important to promptly identify issues that cannot be resolved through training and return responsibility for them to the business. For example, if excessive workload on employees or an ineffective motivation system leads to a decrease in productivity, it is necessary to work on eliminating these factors, rather than focusing on developing employees' soft skills. Business efficiency depends on a comprehensive approach to resource management and the creation of optimal working conditions.
Elizaveta Afanasyeva emphasizes the importance of analyzing the root causes of training requests. The specialists at her leadership development center don't accept abstract requests, such as "motivating a team" or "retaining employees." Before training begins, it's essential to identify a specific problem that needs to be addressed to achieve the desired result. Perhaps the manager should be trained in effective employee engagement and retention. This will not only solve existing problems but also improve the team's overall productivity. The ability and desire to deeply analyze situations is an important aspect of professional work. This isn't simply dealing with incoming requests or organizing training, but a continuous process of research. It requires attentiveness and perseverance to identify the root causes of problems. It's important to be prepared to defer issues to the manager or colleagues, allowing them to resolve the situation themselves. This can be beneficial for them and reduce their own workload.
Proactivity
At the end of the discussion, all experts agreed that T&D specialists need to maintain close relationships with business customers and actively monitor changes both within the company and in the external market. It is important to proactively identify additional training opportunities and act as idea generators. Specialists should take the initiative and not remain isolated. "It is important to reach out, communicate, ask questions, and discuss current topics," emphasizes Alexandra Zhirnovskaya.
Alexey Borisov emphasizes the importance of active interaction with managers to identify employee training and development needs. He suggests asking the question: "What do you need for development now?" This opens the opportunity to organize various events, such as group breathing sessions or stress reduction practices. This approach not only meets employee needs but also creates an atmosphere of social interaction within the company, which contributes to overall development and improves corporate culture. It is important to be attentive to the wishes of the team and find ways to implement them in order to maintain dynamic development and employee engagement.
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