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Training and onboarding staff in compliance across their work

Training and onboarding staff in compliance across their work

In order to reduce the fear and uncertainty of starting a new job, it’s important that new employees are made to feel welcome, have plenty of opportunities to meet with the wider organisation, and have something to focus their efforts on from the very beginning. Successful onboarding requires collaboration between various departments. HR needs to coordinate with IT to ensure that employees have access to everything they need on the first day, it’s the little things can make a big difference, like having a working computer and access to email as soon as they sit down.

Once new starters have established themselves in the organisation, their focus will shift to developing the skills they need to master their role. This makes it the perfect time to speak with employees about their career ambitions and outline a clear growth plan. Initial Development is all about investing in your employees, which will ensure that people are able to meet the demands of their job and excel in the long term. For those who aspire to more senior positions, it’s a way to provide the skills and training that will set them up for future success. The impact of technology also means that employees will be concerned about staying relevant in a rapidly evolving job market. In particular, developing a mix of hard and soft skills that will ensure they’re prepared for other opportunities further down the line. When you invest in your employees, you’re investing in the people that they want to become, not just a future business asset. This genuine concern for their personal and professional development will pay dividends in the form of loyalty and commitment on the job.

Development opportunities are key to showing your employees that you care about them as people. According to In order to reduce the fear and uncertainty of starting a new job, it’s important that new employees are made to feel welcome, have plenty of opportunities to meet with the wider organisation, and have something to focus their efforts on from the very beginning. Successful onboarding requires collaboration between various departments. HR needs to coordinate with IT to ensure that employees have access to everything they need on the first day, it’s the little things can make a big difference, like having a working computer and access to email as soon as they sit down.
Once new starters have established themselves in the organisation, their focus will shift to developing the skills they need to master their role. This makes it the perfect time to speak with employees about their career ambitions and outline a clear growth plan. Initial Development is all about investing in your employees, which will ensure that people are able to meet the demands of their job and excel in the long term. For those who aspire to more senior positions, it’s a way to provide the skills and training that will set them up for future success. The impact of technology also means that employees will be concerned about staying relevant in a rapidly evolving job market. In particular, developing a mix of hard and soft skills that will ensure they’re prepared for other opportunities further down the line. When you invest in your employees, you’re investing in the people that they want to become, not just a future business asset. This genuine concern for their personal and professional development will pay dividends in the form of loyalty and commitment on the job.
Development opportunities are key to showing your employees that you care about them as people. According to LinkedIn’s 2018 Workplace Learning Report, 94% of employees would stay at a company longer if it invested in their career. It may not be the first thing you think about when considering employee turnover, but learning and development has a significant role in retention. While Initial Development is about helping employees to develop the skills that allow them to master their role, Ongoing Development and Retention is focused on keeping employees engaged through development for the long-term.
During Ongoing Development, you should ensure that your employees have opportunities to advance their career. For some that will mean management, but there are those who might prefer to develop their expertise as an individual contributor. However, professional growth isn’t the only concern. You also need to make sure that employees feel valued. The worst-case scenario is that someone feels that they are a cog in a machine, and repeating the same tasks without any form of appreciation, or any idea how their work contributes to your company’s overall mission.
Manager involvement is a key aspect of making sure employees are growing in the right direction. Career development conversations should be a regular part of one-to-ones, which requires senior managers to be equipped with the coaching skills to support employee growth.
94% of employees would stay at a company longer if it invested in their career. It may not be the first thing you think about when considering employee turnover, but learning and development has a significant role in retention. While Initial Development is about helping employees to develop the skills that allow them to master their role, Ongoing Development and Retention is focused on keeping employees engaged through development for the long-term.

During Ongoing Development, you should ensure that your employees have opportunities to advance their career. For some that will mean management, but there are those who might prefer to develop their expertise as an individual contributor. However, professional growth isn’t the only concern. You also need to make sure that employees feel valued. The worst-case scenario is that someone feels that they are a cog in a machine, and repeating the same tasks without any form of appreciation, or any idea how their work contributes to your company’s overall mission.

Manager involvement is a key aspect of making sure employees are growing in the right direction. Career development conversations should be a regular part of one-to-ones, which requires senior managers to be equipped with the coaching skills to support employee growth.

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