In an ever-changing professional world, adaptability and upskilling are becoming imperative for companies. At the heart of this revolution is training management, which has become a pillar of organizational performance.
For HR, the transition to a new approach to managing learning and development or training programs represents both a challenge and an opportunity. HR must position itself as a catalyst for transformation in order to strengthen its strategic role. Here's how to get there.
The need to move away from the role of firefighter
Training management is probably the part of talent management that involves the greatest number of administrative tasks. Indeed, administrative and regulatory constraints have multiplied, particularly with the introduction of the performance reviews and evaluations. This is leading to a shift in the role of HR towards more technical and legal aspects.
This trend is costing HR teams valuable time. It disrupts its planning, which could have been devoted to more strategic tasks, such as developing talent, supporting change and working on the employer brand. HR is forced to play firefighter, putting out 'fires' caused by conflicts with managers, problems with employee representatives, or difficulties with HR processes.
To break out of this role, HR needs to move away from administrative management and focus on value creation and strategic thinking. This involves a shift towards more proactive training management. This approach enables HR to play a strategic role within the organization. It promotes skills development and aligns training with the company's overall objectives.
Establishing a genuine culture of learning and development
Faced with the challenges facing HR, it is essential to establish a genuine culture of learning and development. In a context where skills are changing rapidly, HR must become the driver of the transformation by aligning the workforce with governance.
Learning and development policy should be seen as a strategic catalyst, both to meet immediate needs and to anticipate the company's strategic developments in the future.
The emerging trend is towards a "learning company" approach. This means aligning skills management with the company's overall strategy, creating an environment where continuous learning is valued. HR is called upon to play a key role in engineering innovation, aggregating skills in a collaborative manner.
By putting in place training and professional development initiatives that are linked to the company's challenges, HR encourages the development of a culture of peer learning. This collaborative approach encourages the co-creation of knowledge within the organization. Managers need to be involved, transforming training from a perceived cost into a tangible investment. Making learning and upskilling a major priority within any organization is key to meeting today's challenges and preparing for the future.
The role of the CHRO as a driver of transformation
Good news for HR: training is back in the spotlight. It is proving to be a powerful lever for transformation. Faced with critical issues during the COVID-19 crisis, companies have realized that their learning and development policy is an essential means of adapting and implementing reconfiguration. This trend is more evident given that the business world is in the midst of change.
Today, 44% of companies have adopted a new approach to training by using e-learning tools. The era of face-to-face training is over. The transformation of training involves more than simply adapting training methods. Today, training management must generate meaning, structure knowledge and facilitate internal development.
The three pillars of this transformation are skills, the refocusing of dialogue on career paths and the creation of a corporate culture of learning. Training should not be a static process but a dynamic element, constantly adjusting to the changing needs of the company and its employees. This move towards a more agile, needs-based approach reinforces the strategic role of the CHRO in defining and implementing innovative training programs.
Taking the learning to the highest level
A company that values learning, and development can only really function if it is supported at the highest levels of management. This requires the direct involvement of the executive management or leadership teams, placing it at the heart of the success of this transformation.
The learning company must be based on an organized and structured ecosystem, an internal culture. The engagement of the executive management team is necessary in terms of commitment, but also in terms of leadership as the spokesperson for training programs.
Involving this team in the HR strategy supported by strategic training plan enhances initiatives. This approach guarantees concrete investment and enables clear ground rules to be defined, contributing to the overall success of the training programs. Career development, the recruitment process and remuneration policy are all linked to these issues.
A peer-to-peer learning approach
Terre Blanche offers a concrete example of the successful integration of peer-to-peer learning. By focusing on the people involved, often in professions requiring rare expertise, Terre Blanche has developed a system of upskilling using in-house trainers.
This peer-to-peer learning approach takes the form of challenges, forcing learners to apply what they have learned. Laëtitia Cabrol, Head of Human Resources at Terre Blanche, stresses the importance of embedding training in day-to-day work and the role this approach can play as a professional ladder.
Terre Blanche has also designed dedicated training courses to cater for very specific skills, such as certain massage techniques. A wide range of themes are offered through the Skillup training management software. In this way, Terre Blanche is strengthening its commitment to learning and development at all levels of the company.
Broadening the horizons of training management
Inter-company, rather than intra-company, training programs can help to break down the barriers between a group's different entities, encouraging the exchange of knowledge and experience. At the same time, encouraging internal mobility as part of HR policy is a relevant solution when there is a talent shortage.
Supporting employees in the face of technological change and the constant need to adapt are also key HR priorities. This involves not only feeding into employee development plans to meet certain obligations, but also clarifying their career paths within the company.
Cross-functional skills, particularly cognitive skills such as critical thinking and creativity, should be at the heart of training programs. Working on these long-lasting assets will help to prevent talent deficiencies, thereby fostering an agile and adaptable workforce.
Finally, managers play a key role in the success of the learning organization. Equipping them with the tools they need makes it easier to build training plans and helps to create a work dynamic that is conducive to continuous learning.
The involvement of managers is facilitated by training management software offering a dedicated training portal for employees and managers. This enables them to:
- Select and discuss the most relevant training courses
- Track the status of training requests
- Monitor KPIs or other metrics
Training as a lever for a sustainable, high-performance HR strategy
In conclusion, the rise of learning-orientated companies has become inevitable, as digital transformation challenges and skills evolve rapidly. HR, and CHROs in particular, find themselves at a crossroads, between the need to meet employee expectations, align with global strategy and ensure effective training management.
To maximize the impact of this virtuous transition, it is imperative to take this initiative to the highest level of the organization. Getting management involved is necessary and is a key driver of success. Enhancing the value of the training plan and encouraging employee engagement through co-construction strengthens the relevance and effectiveness of training initiatives.
Finally, to meet the pressing challenges of this transformation, it has become imperative to equip yourself with dedicated training management software. This tool makes it possible to effectively manage all aspects of professional training, from gathering requirements to evaluating training sessions.
Given the urgency of the situation, the adoption of a dedicated human resources management tool is becoming a necessity for companies aspiring to remain competitive and guarantee the ongoing development of their teams.
