The latest thinking on how to develop, engage and retain your talent

Companies can boost employee morale and performance through learning and development programs. But finding the time and money to develop and train can be a challenge in our modern work world. By investing in self-driven learning programs, organizations can enable employees to drive their own development, boosting employee satisfaction, saving time, and improving training effectiveness.

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Over the years, we’ve spent lots of time talking about all the things that managers and leaders need to know. You know the topics. Honestly, I don’t know that we’re disputing any of them. But maybe it’s time to look at when managers should be introduced to those topics. Is it possible that organizations are giving managers too much information too soon?

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When you ask people at Saba why they love working here, you inevitably hear some key themes emerge in conversation. Since I like odd numbers, I break these themes down into three main buckets: Our people, our space, and our customers. This is about more than the values on our walls or any conventional corporate speak.

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Creating a culture of learning can be easy when your people embrace microlearning and informal learning to share what they learn independently, such as in conferences and workshops. It doesn’t have to be a “go big or go home” scenario. Here are three quick and effective ways to share your offsite or independent, informal learning so that you can get started today.

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A well-implemented organizational mentorship program is a fantastic company-culture investment. Formal mentorship programs allow organizations to engage their current high-potential employees in order to develop future talent – potential future leaders – through internal talent mobility.

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What’s better: shore up the fundamentals of your learning program or chase after new learning tech? If you are the person suffering from a poor LMS, it can be tough to see beyond getting it fixed. If you are an innovative professional, it’s tough to see beyond the promise of new tools. A balanced perspective isn’t easy, but it’s worth it.

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No one likes to fail, but through making mistakes, business results can be propelled as employees innovate and create. The learning and development function is in a unique and powerful position to nudge the organization forward by creating a culture that not only tolerates but actually fosters failure as a way to accelerate learning and business results.

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Today’s leadership communication can be tough. There is increasing pressure on leaders to communicate more often and more effectively, as well as create more collaborative workplaces. These changes have indeed increased communication, especially at the executive levels. Have we perhaps over-corrected on the volume of communication and under-corrected on the quality of our interactions?

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Do you have a new manager on board? It’s very difficult for a new manager to be proficient in everything. Rather than address management development from a broad perspective, organizations might want to focus their resources on developing knowledge and skills based on the specific stage of a manager’s career: early, mid or late.

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