Encourage managers to get involved in employee training.
Team cohesion, loyalty and stability are crucial to success. This is true in life, in sports and in the corridors of all companies. To ensure this cohesion, limit turnover and allow employees to find more meaning in their work, the manager has several keys. One of them is training.
Employee training, a key issue for managers
While all HR functions are fully aware of the benefits of training, not all managers are.
Added to this is the fact that training does not have the same place in all companies. Not all companies are companies that provide educational programs. For some, it is an essential, vital asset. To translate their conviction into action, they make the concrete choice to create an internal training department, they consider the development of their employees' skills as a major asset. For others, on the other hand, training may not seem very important.
It is therefore understandable that not all managers are equally involved in the training of their employees and do not have the same "training reflex" towards their teams.
Stimulate the training reflex among managers
The training sector is richer and more diversified than ever.
With an abundant offer and increasingly sophisticated tools, training has opened up a field of possibilities that allows each of us to broaden our spectrum of skills in an optimal way, both in person and at a distance, with the success of virtual classes.
All the conditions are therefore in place to encourage a "training reflex", especially since companies have an average budget dedicated to apprenticeship, often between 2 and 5% of the payroll.
The question is: who should have the reflex?
In reality, all the actors concerned must think about it: the employee himself, the training department when it exists, the HR manager... and the manager closest to his team.
On a daily basis, in the field or remotely when events dictate, the good manager must be able to draw up an inventory of the skills required for his or her team to achieve the objectives. By doing this analysis, he or she will be able to pinpoint any shortcomings that need to be addressed, in the short or medium term.
In order to maintain the cohesion mentioned above, he can act and propose appropriate training to the different members of his team. But to do this, he must be able to define the skills objectives himself. And depending on the structure in which he evolves, he must obviously respect the circuit established in the company to validate his requests.
Encourage the involvement of managers in employee training
Some companies have made a strategic choice that we find interesting: they have made managers responsible for the training of their employees by including this aspect in the variable part of their salary.
With all the new platforms designed for training, managers can actually engage with the content of the training - not just read the title - and track the skill gain in a very concrete way.
If the training is spread out over a long period of time, the manager and the learner can take regular stock of the learner's progress and what he or she already has "up his or her sleeve" for the team.
With this type of follow-up, the manager assumes a mission that is perfectly in line with his duties: he stimulates the skills of his employees for the benefit of a collective result.
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