If you think that training your teams is enough, you are wasting time and talent.
I often meet clients, human resources managers or leaders who, when asked if they implement professional development and growth strategies in their teams, quickly respond “yes, yes. Every year we give them training”, or “of course, it is very important, on our portal they have access to many trainings”, and what worries me most is that they think that this is enough for the development of competencies and skills.
From HR we must enhance the talent of our employees and talent implies providing added value, generating impact and new actions.
Point nº1: training is only information if it is not put into practice
Another very important point is that they give them all the information, but not the necessary resources to be able to develop those skills, so if they cannot put them into practice again we will be left with information, plus some frustration for not “being able” to put it into practice. on going.
Point #2: there is nothing more unfair than telling me to do it, if I do not have the resources to do it
So: How to make there really be learning and change?
Point #3: without action there is no learning
The first step is stop talking about training and talk about training. The difference? The thing is that, in the training, in addition to training, we provide resources and the implementation of what has been learned for the development of new skills and competencies, and as a consequence, change and improvement.
And where do we start? For this purpose, we propose a new action-oriented learning model:
The 70-20-10 model
It's about a custom model where we go from giving all the weight to formal or passive training, to giving it to action.
This model proposes that for learning to be effective:
- The 10% of our learning comes from study, from that passive training: courses, videos, books, etc.
- A 20% We are going to receive it through interaction with others, exposing ourselves: a mentor, a coach, an expert colleague, etc.
- A 70% It will come through new actions and experiences lived in the organization, participation in new projects, assumption of new tasks, roles, challenges, etc.
Some of the advantages of this model are:
- Contribute agility and flexibility.
- Allows the skills development and implementation.
- Power the responsibility of the collaborators.
- Promotes the culture of collaboration.
Point nº4: it is not about reducing training, but about promoting experience
And remember: sometimes we don't change because we don't know. Knowledge is not enough.
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