Training: Learning path to higher productivity
Especially at these trying times, it is obvious that we need good employees to keep things going, to comply with rules and regulations, and get ready to take advantage of opportunities rather than seeing problems only.
With widening AI use across enterprises, CIOs will need to develop a broader view of where the technology is deployed, how it’s tied to business outcomes and what overall cost look like.
More often, CIOs need to play the role of a chief integration officer by setting the architecture and controls. Helping the business scale what works and making sure cost can be connected back to value, rather than managed as a collection of disconnected projects.
CIOs need pressure to successfully adopt AI and deliver ROI — 61% of tech leaders fear they will lose their jobs if theyvfail to lead their organization through the AI transition to PROSPERITY.
Enterprises continue to fuel AI investments in pursuit of productivity gains, as the technology evolves, without clear indications how the return on investment will look like.
Management will have to ask questions about training programs, including:
* Is the training provided online or in-person (or both), and what is the company’s rationale for its choice?
* How has the company measured the effectiveness of the training?
* Have employees been tested on what they have learned?
* How has the company addressed employees who fail all or a portion of the testing?
There are no right or wrong answers to those questions, but HR and training officers do need to be able to provide answers. And in one way or another, answering the above questions depends on how well you can track employee training.
But take note that fewer than 1 in 10 organizational codes of conduct explicitly address AI or technology ethics, meaning their rules may fail to account for emerging risks faced by employees.
In a recent report I read, nearly all of the 2,000 full-time employees said their employers require them to certify or acknowledge a conduct code, but a declining share had actually used their code as a resource. The report noted that conduct codes generally lack effective design, while nearly 1 in 5 employees said their codes lacked practical guidance.
AI’s transformational effect on the workplace has led employees to call for greater support from their employers, a role that conduct codes could help fulfill. The report also comes out amid findings that workplace misconduct has grown in recent years.
So, let’s consider several ways to track that training:
Metrics to Track Employee Participation
You may want to follow metrics such as:
* Completion rates: How many employees do actually complete the training courses you send to them? (This could be how many people complete online training courses, or how many show up to in-person classes.)
* Time to completion: How much time elapses between you telling the employee to take training (“Please take this online course within two weeks,” or “Please register for one of our upcoming sessions”) and when the employee actually does finish that training?
* Success rates: How many employees actually pass whatever test your training includes at the end?
Metrics to Track Employee Engagement
Aside from those more practical issues about delivering training, HR and training officers have another concern: whether the training actually changes employee behavior. Several other metrics can help answer that question:
* Changes in internal reporting: If you launch new training, do you see changes in what employees report up through internal reporting channels?
* Changes in how people use your Code of Conduct: If your company has an interactive Code of Conduct, or uses an app or intranet to let employees search corporate policies—do you see changes in what they’re searching for?
* Changes in employee surveys: Surveys of corporate culture, or employees’ observation of misconduct, should be a regular part of compliance program operations. If your training is achieving its objectives, that should lead to new employee perceptions and attitudes about the company’s culture of compliance.
The Importance of Data in Employee Training
These six metrics also call out another point: HR and training officers need a system to track all this data and then study it to understand what the data tells you about your training program.
Challenges are always opportunities and especially at these trying times, it is obvious that we need good employees to keep things going, to comply with rules and regulations, and get ready to take advantage of opportunities rather than seeing problems only.
Let’s not forget that training is the learning path to higher PRODUCTIVITY.
Feedback is more than welcome; contact me at [email protected]
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