Faced with the business objectives of a company, whether it is to deploy internationally or to reach an optimal profitability threshold, the experience offered to the employee in terms of training, skills development and mobility can sometimes seem outdated or even contradictory in the eyes of the leaders.
“On the corporate side, training is mainly aimed at developing the entrepreneurial skills of its employees. They also naturally tend to prioritize top-down, cost- and budget-controlled learning programs and methods that serve the interest of the organization without necessarily tailoring their training to individuals.accurate Hugues Moysan, Solution Consulting Director, Continental Europe at Cornerstone.
The collaborators, on the other hand, do not dwell on the budget issues relating to a training plan. Of course, they want to acquire skills related to their function and the profession they practice within their company.
However, there are still men and women aspiring to their own development – inside or outside the company – who don’t necessarily want to give up their ambitions for the benefit of their employer. Corporate goals and employee experience can also seem mutually exclusive.
Why combine them?
“According to a recent study by Josh Bersin, a prominent human resources analyst, companies that implement a good 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.
Furthermore, they will have the same proportions more possibilities to keep their talents and to create a feeling of belonging. A far from negligible axis in a period of “quiet resignations” where 25% of French employees declare that they are actively disengaged professionally (Gallup study).
“By considering your employees, being attentive to their needs, their implementation within the company is no longer an option. Without this common thread, the economic balance of the company is in danger. As proof, the IBET 2020 (Index of Well-Being at Work) estimates that workplace discomfort costs an average of 14,310 euros per year and per employee. Adds.
Furthermore, the company must reconcile the training inherent in the individual’s performance in the company with the apprenticeship which offers him the opportunity to apply skills in connection with his own inclinations.
How to do ?
“To meet the needs of businesses and employees, you need to implement software that caters to different use cases. On the one hand, the learning contents must be personalized and intuitively submit, through recommendations, to the appetites of the individual. 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.). Furthermore, to streamline the process, the company must integrate training into software frequently used by its employees (MS Teams, Slack, etc.), Analysis by Hugues Moysan. Finally, the social and collegial aspect of learning is also a challenge.
“So it’s like the Cornerstone Talent Experience Platform (TXP) evolve together, in a network, around common challenges and missions to acquire new skills in a collaborative way”, he concludes.
Enough to satisfy the personal ambitions of employees by opening access to professional development that meets the needs of the company.