Training: how to reconcile business goals and employee experience?

By Philippe Guerrier | that

| Sponsored Content – Talent Management

A system can only survive if every piece is in its place and in balance. In this sense, if the company aims for financial performance, the employee, an important actor in this ambition, also strives to develop as an individual. What if exercise was the cornerstone of this homeostasis?

Cornerstone: Training: how to reconcile business goals and employee experience? – © DR

Faced with a company’s business goals, whether it is to implement internationally or to reach an optimal profitability threshold, the experience offered to the employee in the form of training, skills development and mobility can sometimes seem outdated or even contradictory in the eyes of managers.

“On the business side, the training is primarily aimed at developing their employees’ business skills. Naturally, they also tend to prioritize top-down learning programs and methods for controlled costs and budgets that serve the interests of the organization without necessarily personalizing their training to individuals.exactly Hugues Moysan, Solution Consulting Director, Continental Europe at Cornerstone.

On the other hand, the partners do not dwell on the budgetary issues regarding an educational plan. They naturally want to acquire skills in relation to their function and the profession they practice in their company.

But they remain men and women striving for their own development – inside or outside the company – who do not necessarily want to leave out their ambitions for the benefit of their employer. Also, business goals and employee experience can seem mutually exclusive.

Why combine them?

“According to a recent study by Josh Bersin, a renowned HR analyst, companies that implement a great employee experience are twice as likely to exceed their financial goals and five times more likely to be considered a “Great Place to Work “explains Hugues Moysan.

Moreover, in the same proportions, they will have more opportunities to preserve their talents and create a sense of belonging. An axis far from being insignificant in a period that calls for “standing up”, where 25% of French employees claim to be actively disengaged professionally (Gallup survey).

“Regarding your employees, being aware of their needs, their fulfillment in the company is no longer an option. Without this guiding principle, the financial balance of the company is at risk. As evidence, the IBET 2020 (Index of Well-Being at Work) estimates that unwellness at work costs an average of 14,310 euros per year and per employee. he adds.

The company must also combine education, which lies in the individual’s performance in the company, with apprenticeships that give him the opportunity to deploy skills in connection with his own inclinations.

How to do?

“To meet the needs of companies and employees, software must be implemented that fulfills several use cases. On the one hand, the learning content must be personal and intuitively submit to the individual’s appetite through recommendations. On the other hand, it must be accessible to all types of employee profiles according to the learning methods they prefer (desktop application, mobile, etc.). In addition, in order to streamline the process, the company must integrate training into the software often used by its employees (MS Teams, Slack, etc.), Hugues Moysan’s analysis. Finally, the social, collegial aspect of learning is also a challenge.

“It is therefore like Cornerstone Talent Experience Platform (TXP) to develop together, in a network, around common challenges and missions to acquire new skills in a collaborative fashion”, he concludes.

Enough to meet employees’ personal ambitions by opening access to professional development that can match the company’s needs.

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