Training Industry Magazine - May/June 2021 - 44

Curiosity and
knowledge transfer
are at the heart of
building a strong
culture of learning.

Company
Onboarding

Department
Onboarding

This catalog must contain learning
resources,
presentation
decks,
recordings, job aids and case studies to
help employees in their development
journey. If you're partnering with an
external learning provider, everything
should be embedded in the same
career path. Avoid fragmentation to
create clarity.

Ideally, each pathway consists of
cumulative levels that bring the learner
from " skill awareness " to " skill expertise. "
Those pathways can comprise selflearning options, live webinars, books,
job aids and other forms of content. Be
sure to identify the boundary conditions
for approaches rather than portraying
each approach as the sole solution.

The recommendation is to divide your
offering into four sections:

It's important to remember that
synchronous learning experiences,
such as virtual or in-person master
classes, should complement the regular
training agenda. These experiences
offer associates the opportunity to
receive immediate feedback from the
experts, build their network and share
their knowledge. Associates need
to authentic activities and adequate
practice in order to apply new skills and
knowledge to their jobs.

1

COMPANY ONBOARDING: It's
the perfect time to tell stories
about your organization's history,
values, people and vision for the
future. Usually, this section will take
new employees through their first
week in your company, and help them
understand the company culture and
how you operate.

2

DEPARTMENT ONBOARDING:
Consider a tenured team member
transitioning to a new team.
Changing departments is comparable
to starting a new job in a new company.
As a person gets started in a new
group, they must begin with a refreshed
understanding of the organization
and their basic skills and knowledge.
This offer will comprise foundational
knowledge across competencies.

3

CAREER-PATH COMPETENCIES:
Once the foundation is set, the
KD leader needs to work with
internal experts, identified through the
skill self-assessment survey, to create
and maintain pathways for each area of
expertise required across departments.

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Nudge your learners to put their
learning into practice when they return
to work. The ecosystem of support that
surrounds a learner before and after
training has more effect on knowledge
transfer than any traditional approach to
training delivery.

4

TALENT ACCELERATOR
PROGRAMS: Define future roles
and set up an infrastructure for
upskilling and reskilling. These programs
help prioritize focuses on hard and soft
skills, facilitate internal movement, and
scale-up employee transitions. Talent
programs are designed to enable the most
ambitious, curious and bold associates to
become the next generation of global
business leaders by providing relevant

Career-path
Competencies

Talent
Accelerator
Programs

learning experiences. Such programs
also offer the opportunity to close the
divide between under-represented
communities in current teams, especially
leadership. As such, they contribute
significantly to a company's diversity and
inclusion agenda.

CREATING A
LEARNING CULTURE
The ultimate goal of knowledge
development is to help organizations
and employees achieve their goals. For
that to happen, creating a culture that
encourages employees to continuously
learn - and the infrastructure to
support that learning - is crucial. And,
never forget, recognizing and drawing
attention to successes in knowledge
development is critical for the future
of the practice. Learning professionals
should be adept at attracting learners to
what they're offering.
If you follow the above recommendations,
your knowledge development strategy
will be solid and robust. You will gain
the support of the leadership team and
serve as a voice in and resource for
your organization.
Francesca Farinati is the tech knowledge
development leader at NielsenIQ. As
a global manager, she's an advocate
for knowledge and an ambassador of
lifelong learning cultures. Her focus is to
promote an organizational culture that
facilitates tacit and explicit knowledge
sharing and organizational learning.
Email Francesca.
Training Industry Magazine - May/June 2021

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