Contents:
- L&D teams are becoming cross-functional
- Teams are being replenished with non-standard specialists
- Work projects no longer fit into the "classic L&D"
- Employees are increasingly being involved in training as internal experts
- Training is focused on business tasks, but business metrics are still not a priority
L&D teams are becoming cross-functional
Lola Galeeva, Head of Knowledge Management at Rutube, noted an important change in the role of corporate training specialists. These professionals now play a more significant role in the organization, focusing not only on knowledge transfer but also on creating an effective educational environment. This change highlights the need to adapt training approaches in modern business, where constant updating of knowledge and skills is becoming a key factor for success.
Traditionally, the training sector had a model in which a team was established within the HR department, a training center, or a corporate university. Such structures employed methodologists, educational platform administrators, and business coaches. However, there is currently a trend toward the generalization of specialists. Each employee must possess a variety of skills: be a methodologist, a developer, and also be able to conduct training. This transformation highlights the need for flexibility and multifunctionality in employee training and development.
According to the expert, the restructuring is related to the speed with which knowledge is updated, especially in the context of the company's dynamic product development.
Lola Galeeva describes the structure of her team as follows: one group of specialists is responsible for knowledge management, which includes updating manuals, scripts, and educational courses. These specialists not only update materials but also conduct training for employees. The second group focuses on assessing the assimilation of new knowledge, which involves monitoring the quality of training. This approach allows for the effective management of educational processes and the improvement of the team's competence.
Teams are replenished with non-standard specialists
Some learning and development (L&D) teams are transformed into generalists, while others attract experts in specific fields to create training programs that were previously unclaimed. This allows us to more accurately meet employee needs and improve the quality of training, which in turn contributes to increased organizational efficiency.
At a certain point, our division added a marketing specialist. This was necessary because we needed this competency within the team, not just as a resource for the traditional marketing department. We realized that we were facing numerous challenges that required a deep understanding of business processes. Therefore, we appointed experts from within the organization to not only respond to requests but also develop expertise within the organization. Thus, our role is transforming from a formal interaction with HR to a full-fledged partnership, which allows us to more effectively address business challenges, says Elena Marshalova, Head of the HR Development Project Office at Rosatom.
The last point highlights the changing roles of corporate training departments and their desire for closer engagement with the business. These departments are beginning to actively consider the objectives and needs of the company, which allows them to more effectively develop training programs that meet current market requirements.
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Three key principles that L&D can adopt from
Learning and development (L&D) plays a vital role in developing employee competencies. However, to achieve maximum effectiveness, L&D can learn from strategies used in marketing. First, a focus on audience needs. Marketers thoroughly research their target audience to create personalized content. Likewise, L&D should consider employee needs and preferences to offer them relevant and valuable training materials.
Second, using data to make decisions. Marketers actively analyze the results of their campaigns to improve strategies. L&D can take a similar approach, collecting and analyzing data on training results to optimize programs and increase their effectiveness.
Third, the importance of continuous testing and adaptation. Marketers regularly conduct A/B testing to determine which methods work best. L&D should also implement similar practices, experimenting with different training formats and methods to find the most effective approaches.
Application of these principles will help L&D not only improve the quality of training but also increase employee engagement, which in turn will lead to an increase in the company's overall productivity.
Work projects no longer fit into the "classic L&D"
The number of tasks for corporate training departments is constantly increasing. New requests arrive daily, and without prioritization and systematization, their implementation becomes impossible, emphasizes Lola Galeeva. At the same time, the functions of specialized departments are increasingly extending beyond the traditional L&D and the classic HR department structure, notes Elena Marshalova. This requires adapting approaches to employee training and development, as well as reconsidering the role of corporate learning within the organization.
Experts identify several training areas that can be useful for different groups. In particular, Elena Marshalova emphasizes programs designed for people in their late teens. This category includes those who possess unique knowledge and experience but are concerned about their relevance. Many of them fear losing their status as the sole bearer of valuable information and are unsure of their ability to adapt to new conditions. Training in this context can help them not only maintain their skills but also become active team members, sharing their experience and contributing to the company's development.
Several speakers noted that collaboration with universities to train new talent has become a popular approach at their companies. Nadezhda Broskina, Head of Assessment and Development at Innotech Group, shared her company's experience, which not only trains students and graduates but also provides career guidance for schoolchildren with the participation of employees. This collaboration helps improve the quality of training and meet labor market needs.
Career counseling is becoming an important area of talent management, especially in Russian companies. More and more organizations recognize the importance of internal mobility and strive to develop the potential of their employees. This not only helps retain valuable talent but also provides opportunities for vertical and horizontal career growth without the need to change employers. As a result, companies can use their resources effectively and create a more motivated and productive team.
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Reverse mentoring: how young professionals teach experienced ones Colleagues
Reverse mentoring is a unique approach in which junior professionals share their knowledge and skills with more experienced colleagues. This training method is becoming increasingly popular in modern organizations, as it promotes the exchange of experience and the implementation of new ideas.
Junior employees often have a fresh perspective on technologies, trends, and work practices that can be useful to senior colleagues. They can train them to use the latest tools and platforms, such as social media and digital technologies, allowing the company to remain competitive.
Furthermore, reverse mentoring contributes to a more open and inclusive corporate culture, where all employees, regardless of experience level, can share knowledge and learn from each other. This approach increases employee engagement and satisfaction, which in turn has a positive impact on the productivity and results of the company.
Implementing reverse mentoring requires the right strategy and support from management. It's important to create an environment in which junior specialists can share their experience, and senior colleagues are open to new knowledge.
Thus, reverse mentoring is becoming an important tool for the development of both individual employees and the entire organization.
Employees are increasingly being involved in training as internal experts
HR and L&D departments are increasingly turning to their employees for support, who are becoming internal experts. They develop and implement their own training programs, acting as trainers. For example, Nadezhda Broskina emphasizes that her company successfully operates 17 professional communities that are engaged in training and career guidance for a new generation of employees. This approach not only improves the skills of employees but also contributes to the creation of an internal culture of learning and knowledge sharing.
Our volunteer IT community actively participates in educational events. On weekends, we visit schools and give lectures to ninth- and tenth-graders, as well as graduates, discussing opportunities to enter the IT field and how to become an IT specialist. We believe it's important to share knowledge and experience to inspire the younger generation to choose a career in information technology.
A number of companies are actively implementing mentoring and coaching, which facilitates employee development. Speakers highlighted several interesting tools, such as speaker schools, question-and-answer sessions, and collaborative reflection practices. These formats have become important elements in the strategies of successful companies, according to a recent LinkedIn report. Effective use of these practices not only improves employee knowledge but also enhances teamwork, which in turn contributes to increased productivity and innovation within organizations.
Training is focused on business objectives, but business metrics are still not a priority
The session discussed metrics for evaluating the effectiveness of corporate training. Although not all participants shared their experiences, it is clear that most companies do not yet measure business results. The primary focus is on satisfaction and training quality, that is, assessing how satisfied employees are and how well they have mastered the knowledge and skills they have acquired. This highlights the need for a more in-depth analysis of training results and their impact on business performance. Implementing a comprehensive metrics system will help organizations better evaluate the effectiveness of their training programs and ultimately improve results.
Another conference session, dedicated to "Corporate Training Trends 2024," also discussed the important connection between training and business goals. Experts identified numerous challenges that hinder the achievement of business results in training. Business leaders do not always see the value in individual competencies, focusing instead on investment metrics, notes Olga Fateeva, Managing Partner of the Confederation of Industrialists and Entrepreneurs of New Moscow. In this situation, the key task of HR specialists is to establish a constructive dialogue between training and business strategy, which will help improve the effectiveness of corporate training and ensure its results align with real business needs.
The main problem is the lack of dialogue and interaction between training customers, such as business function heads, and training program developers. There is often a significant gap in the perception of results between owners, top managers, and HR specialists. As Irina Pristrom, a training and development expert at Lerna.ru, noted, we are all human and cannot always understand and hear each other correctly. This highlights the need to improve communication and interaction at all levels to achieve effective training results.
Anastasia Khrisanfova, Managing Partner at UpScale 11, noted that the dialogue between the business and departments responsible for training should be systemic. It is important that internal processes be organized to not only implement training results but also reinforce their value both for the training strategy and for specific business processes. This will create a strong connection between theory and practice, which will ultimately improve the performance of the organization and its employees.