Learning Personalization: The Necessary Evolution Of Employee Training In A Remote World

How to modernize internal development efforts to effectively meet the needs of your organization

We are continuously shifting towards a permanent hybrid or remote working environment. There was speculation throughout the pandemic whether those trends would hold or revert back to a collective in-person climate, but it seems fairly safe to say the remote culture is here to stay. 

With this ‘new normal’ come several tangential workplace adjustments or changes that must also be made – including how we train and develop remote employees. 

To put it bluntly, traditional training methods are outdated and ineffective. They lack purpose, structure, and specificity, and due to poor design, do not actually provide much benefit or value to the employee. These programs are seen as obligatory steps to settle into a new position, acquire a mandatory certification, or even check a box in hopes of a promotion or a raise. 

Many organizations are still fighting to employ these traditional methods, forcing them into a modern remote or hybrid mold, regardless of how ‘square peg round hole’ the fit may be. So much of workplace culture has begun moving in the direction of what favors the employee, and these programs must follow.

The first and possibly most important step in modernizing employee training, especially as it pertains to a remote environment, is to identify the purpose of the program – whether it be training, development, or a thought initiative. It is a step most organizations completely neglect, but the identity of the program ultimately drives structure and purpose, both of which are essential for any successful method.

Training

When we think of ‘training,’ we most likely envision some sort of assembly line, and the reality is, assembly lines are ineffective in remote settings. Most training programs are designed with a one-size-fits-all mentality. There is zero consideration for an employee’s learning style, current skill set, or career goals, resulting in a lack of efficiency from the get-go. 

As company leadership slowly evolves standard operating procedures into remote-friendly formats, employees are often stuck with virtual training manuals to read independently, Powerpoint presentations to scroll through, or self-led educational modules to navigate. More often than not, they are left with no real-time support or guidance, and instead of prioritizing the content or subject matter at hand, it becomes a mindless race to the finish line.

Development

When we think of ‘development,’ a more intuitive model comes to mind, one that provides greater potential for the employee, simply in that this approach tends to offer more personalization. Whether the program targets a more specific skill set or position, the model is likely more interactive, or customizable based on the needs of the employee.

A development program is a strong and effective approach for remote employees – but we cannot just dust off an old script. There must be accountability on the part of the participant, by means of personalization or customization. Professional development should never be a ‘sit back and learn’ model – in person or remotely – but rather include an experiential component in which the employee fills in the gaps to make it apply directly to them.

Thought Initiatives

Finally – ‘thought initiatives.’ At its core, a thought initiative is all about internal improvements. These can be anything from administrative processes to company activities, and may be presented to groups of employees who have expressed a vested interest in a particular area of operations, a committee, or simply joining a targeted conversation to increase their involvement within the company.

A few examples of thought initiatives: How are we communicating progress and value? How can a virtual environment best be set up for collaboration? How can we get people to see the larger picture? How can we be strategic with the company budget in order to boost morale?

The goal here is open and impactful communication, and more often than not, is extremely productive in a remote setting. Due to the innate obstacles of a virtual meeting, it is most productive to keep these conversation groups on the smaller side so no one feels the temptation to press ‘mute’ and tune out, or feel the social discomfort of not knowing when it may be appropriate to speak up. 

For any of these models to work, there is one glaring requirement – the employee must see value in it for them. Otherwise, it will likely fall on deaf ears. Nobody has the patience, energy, bandwidth, or time for pointless developmental and training programs. They will log in, turn the camera off, and completely check out. 

Before putting pen to paper, or even determining the appropriate model or program, we must first identify the frustration or pain points of the employee. If the employees can see the benefit and value, we instantly earn their buy-in and active participation. These programs cannot be introduced in a way that frames them as an obligation, solely in the best interest of the organization, or even “you must complete X and Y.” Ultimatums and blanket advice are typically interpreted as an attempt at superiority.

Survey the employees and find out where they see opportunities for improvement or growth, what challenges they are facing that disrupt productivity, or areas in which they are driven to learn and grow. Often the pain points the employee is feeling directly impact the health or bottom line of the business. Thus, initiatives that benefit the best interest of the employee do so for the business as well.

As we all continue to actively define and practice the “future of work,” we must do a better job of serving the employee. Archaic approaches to training and development may not have ever reached their full potential, so now faced with a changing and more tech-reliant work environment, training, development, and all associated internal initiatives must be designed with an interactive, personalized structure in mind. One that captivates the attention of the employee, while presenting new and pertinent information, or solving an existing or relevant problem.

What benefits the employee, benefits the organization. It is time to lean into the remote workforce and accept that it is here to stay, while letting go of more traditional systems that have been demonstrating they are no longer effective or beneficial.

Jim Frawley is a Coach, Consultant, and the CEO and Founder of Bellwether. He specializes in helping corporations maximize their efficiency and enhance their growth.