By Shalini Ramakrishnan, Director of Product Marketing

eLearning is not a new term for the enterprise. Most organizations have robust eLearning initiatives in place to meet their reskilling and upskilling needs. Over the years, online training has established itself as a viable and reliable alternative to classroom training – one that has been effective both from the cost and time perspective. 

As we move into a post COVID world where remote working and distributed teams are the new normal, organizations are looking to ramp up their eLearning initiatives to keep the wheels turning on their training and development initiatives. 

Reports show that comprehensive training programs lead to 218% higher revenue per employee than organizations without formal training programs. 

Robust training and development initiatives also contribute significantly to employee engagement, especially as the millennials become the dominant demographic in the workplace. 

Read: The New Normal in Employee Engagement – Power Up your People

However, when it comes to eLearning, even training programs built by experts are designed to satisfy general needs. People attending these training also have to have the right motivation to complete the training successfully and implement the learning in their daily activities.

While eLearning works (the eLearning market is projected to be worth $325 billion by 2025) and learning retention rates are said to increase between 25 percent and 60 percent over time because of eLearning, there is an opportunity to power it up as well – with coaching.

Coaching and eLearning – A match made in heaven 

Millennials and digital natives, the demographic that makes up most of today’s workforce, are motivated by personal and professional development initiatives. However, just any run-of-the-mill training program will not make the cut. 

Here’s a look at how coaching can be the ideal companion of eLearning to deliver exemplary results. 

Develop the context

eLearning programs are goal-driven. At the end of the modules, participating individuals should be able to achieve ‘X’ results or be able to do ‘Y’ things. While the modules are comprehensive enough to achieve this, employees often do not implement the learning in their work because the context is missing for them.

Complementing coaching with eLearning helps the employee understand the context. A coach can guide an employee through the maze of context and help them see the training’s relevance. A coach can also recommend contextual eLearning initiatives for the employees to help them navigate the career path with greater confidence.

Personalization matters 

Today is the age of hyper-personalization, and coaching can make eLearning truly personalized – extending it beyond the ‘name’ personalization. 

Using technologies such as AI, organizations can find the correct Coach-employee pairing. The coach can then guide the employee on how to progress along their career path and navigate the challenges that emerge. During this course, the coach helps them identify areas they need help and push them to  select tailored training programs to meet their exact needs.

AI can also be used to provide personalized and contextual nurturing actions that include delivering personalized notifications, reminders, alerts, commendations, and more. Such activities make online interactions more engaging and motivating.

A robust coaching platform will connect the right coach to the right employee and also deliver AI-driven nudges to address individual skill gaps and identify unique learning processes. Such high levels of personalization also help in driving better engagement since there is a tangible impact of the training on the employee’s career path.   

Coaching enables continuous learning 

Technology-driven coaching platforms also allow enterprises to supercharge their eLearning initiatives by driving continuous learning. 

Unlike a regular training program, where the information disseminated is often lost once the initial enthusiasm wears off, coaching helps to keep the momentum going. Coaching helps employees identify their needs and skills gaps more proactively as well. 

For example, developers and coders have to now learn new technologies faster as the shelf-life of technologies is reducing. A coach can help such employees identify which skills they should proactively learn, how these skills will help them, and what other skill sets they need to develop to move further along their professional paths. Learning, then becomes part of the organizational culture, and the implementation of the learning by employees becomes organic since coaching enables behavioral change. 

Deep engagement analytics provide transformational insights into the efficacy of these development initiatives and help organizations tailor-make coaching and eLearning programs to meet the shifting needs of today’s enterprise. 

By proactively identifying the skill needs of the workforce, organizations can navigate today’s complex business landscape faster, increase their capacity to innovate, and at the same time, have a workforce that is highly motivated and deeply engaged.

If you want to improve the outcomes of eLearning initiatives, you may want to think about offering coaching initiatives to your employees. 

Connect with us to learn how to seamlessly connect the two.

By Madhukar Govindaraju, Founder & CEO

While calculating the value of an employee is a complex task since they are unlike any other asset, we are aware of the price tag on the loss of an employee. 

Studies show that replacing a key person in an organization costs between 70% to 200% of the individual’s compensation. Couple this with the rise of the purpose-driven employee, and we know that the employees today are not driven by salaries and fancy perks anymore. 

So, if pool tables and office parties no longer make the cut, how should organizations invest in their most valuable assets to ensure a healthy return on investment? This becomes even more pertinent in today’s day as we enter a new world of work, a world ushered in because of the COVID-19 pandemic where distributed teams and remote working are the new normal. 

Also Read: Annual Office Parties are NOT a Replacement for Purpose-Led Engagement for Women and Millennials

Navigate the productivity chasm

The battle with productivity is not a new one. Organizations have been focused on investing in their physical and technological and tools infrastructure to help employees remain productive at work. However, the need to be productive is also personal. While organizations have to focus on creating an enabling environment that fosters productivity, it also has to help employees understand what hinders their productivity. 

There is no singular productivity style. There is no universal productivity impediment that impacts every single person in an organization the same way. Since people are essentially different, organizations have to help their employees discover their productivity patterns and factors that impact and impede their productivity. They also have to give them access to skilled and experienced senior resources who can coach them through productivity challenges and become more invested, focused, planned, and methodical.  

Also Read: Engaged Employees Are Driven by Shared Values and Vision

Invest in personal growth 

The change in the workplace demographic has brought about a big change in what your employees care about and value. The millennials now make up the majority of the workforce, and for them, purpose trumps money. While salaries and perks remain attractive, these are gradually being seen as cosmetic perks. 

Studies show that employees who feel they are not growing in a company are 12 times more likely to leave. What the employees want is to see the organization invested in their personal growth.

How can organizations achieve this? Organizations have to become more focused on identifying high-performing individuals. However, what organizations have to do more is to invest in developing a ‘growth mindset’ – a mindset that believes that every individual has the potential for growth and greatness. Managers who have this mindset have more high-performing teams than managers who don’t. This is simply because people need someone to believe in them authentically. 

Authenticity does not come in the absence of clarity. Hence, all managers and leaders of the organization need granular insights into the skill sets of the employees. However, along with the technical skills, they need clarity into the behavior and power skills needs of their teams. Needless to say, this information has to be based on data and not the proverbial gut feel that many organizations have been (unsuccessfully) banking on. 

This helps in designing well-thought-out, clear, contextual, personalized, and relevant growth plans for employees, one that helps the organization develop individuals to fill the leadership pipeline with high-potential employees.

Foster a healthy and inclusive company culture 

It is the organizational culture that drives employee engagement and employee experience. 

If organizations want a productive and highly-engaged workforce, they have to create a company culture that supports that. Organizations have to become more intentional in building a healthy and inclusive work culture. 

Building such a work culture often demands looking at the unique needs of the workforce. It involves evaluating the diversity initiatives at hand as diversity and inclusiveness become essential cogs to build an authentic organization. It also demands organizations to do more than conducting day-long training sessions to educate the workforce on the challenges of their peers like women, minority communities, or seniors. 

To build such a work culture where equality, fairness, and empathy reign, organizations have to focus on building the EQ of the organization leaders. Coaching them to understand and feel the challenges and struggles of the workforce helps bring about meaningful change in their attitudes and beliefs. It also helps them draw policies and processes that create a more enabling and nurturing work environment that is characterized by its engaged and productive workforce. 

By making mentoring and coaching as a part of the culture-building exercise, organizations help employees also become more invested in their own growth story. These connections help them navigate the challenges of professional life and help them reach their professional and personal goals. 

High productivity, discretionary effort, and innovation then become by-products of these efforts, an automatic consequence.  

Also Read: The Mentoring Games and the Battlefield Called the Future of Work

In Conclusion

If we give a cursory glance at retention studies, it is easy to agree on what makes an employee stay in an organization – a chance to learn and grow, a healthy work environment, and recognition and respect. All of these falls under the ‘psychological ownership’ umbrella – and since psychological ownership is a behavioral trait, organizations have to focus on coaching and mentoring to bring about such behavioral change.  

It is clear that organizational leaders have to run at full sprint to keep up with and stay ahead of the compelling and competitive business landscape. For this, they need the support of their human capital – their single-most valuable asset that takes them towards growth and innovation. 

The best companies across the world have realized the value such an attitude brings. Richard Branson, for example, has gone ahead and built an organizational culture that places the employees first and has been reaping its rewards. 

Making the right investments in employees, understanding their needs, growing a culture that is inclusive and safe, and investing in building the power skills of his people leads to resilient, strong, creative, and innovative organizations. And it is in these organizations, where the employee is motivated to put in the discretionary effort, that eventually separates ‘good’ from ‘great’. 

If we look at a company balance sheet, we find the ‘book value’ of the organization consisting of tangible assets. However, along with tangible assets, it is time to focus on the intangible assets of the organization. The intangible assets comprise entirely of the human capital. It is this capital that contributes to and determines the success or failure of the business. Perhaps listing human capital as an asset and not a liability on the balance sheet will bring about a strategic shift in how we treat and engage with it. 

 

If recruiting and retaining top talent is on your agenda, you need Numly™ – an AI-Enhanced Coaching Platform. Get a demo today

By Shalini Ramakrishnan, Director of Product Marketing

Industry disruption and technological change are present-day reality. 

Digital information networks have made the world more connected than ever before. Opportunities to grow and cross-fertilize innovative ideas across the organization are becoming more plausible. 

These changes are bringing about a renaissance of sorts in a department that has somehow continued to retain its traditional format – the R&D department. 

However, companies that are successful in pushing the R&D teams out of their traditional avatars have turned this department into a major powerhouse for business. Think about industry leaders like Amazon, Google, Apple. All of these companies have created a strong innovation culture that has permeated to their R&D teams. 

So, what can organizations do to create an innovation culture and grow strong R&D teams?

What is an innovation culture?

An innovation culture, simplistically, creates a climate that is conducive to innovation. 

In such an environment, employees are growth-oriented, keen to take on challenges, and eager to come up with new ideas for value creation. They can do so because the organization is supportive of new ideas and idea generation. 

Organizations with an innovation culture also encourage and reward discovery. 

Innovation culture and the R&D team 

The pressure on organizations to build and deliver world-class products is only increasing. This trend is not going to change. To stay ahead of the curve, organizations have to boost the innovation culture in their R&D teams to make it stronger. 

How can they achieve this?

Deliver world-class innovation

An innovation culture demands a high level of accountability from all those working in this segment. Everyone is expected to be hyper-focused on delivering the best product, services, platforms out into the market. These people not only have to be focused inwards to explore innovation opportunities but outwards as well to make sure that they out-innovate competition. 

But this culture begins with a philosophy that is almost analogous to parenting. Parenting demands that you give a child both roots and wings. Thus, at an organizational level, it is essential to ground creative and innovative minds in accountability towards organizational goals, focus areas, capabilities, and commitments. 

It involves 

  • Identifying the barriers to innovation and helping the R&D team members see where their work fits in and where it could go. 
  • Helping them seek out and enabling opportunities to interact with people who can help them grow and excel in areas where they might need help. 
  • Reinventing the concept of productivity. Instead of relying on traditional productivity metrics such as on-time delivery, productivity has to be linked with time spent on research and discovery and value generation. 
  • Reinventing and fine-tuning business processes so that these don’t become impediments and barriers to innovation.

Focus on building a strong culture 

Innovation culture is rooted deeply in the growth mindset. 

Growth mindset is a belief that intelligence can be fostered, abilities can be developed, and that mistakes are not signs of failures but opportunities for improvement. 

To develop an innovation culture in the R&D teams, organizations have to create systems that support employees to grow their skills and abilities. These systems have to help employees remain on the path of continuous learning and continuous improvement to become change agile and recognize their own value and potential. 

These processes have to generate energy within employees to improve and excel. They also have to have the right measurement metrics to help employees understand their barriers of excellence and success and then provide the right tools to scale this chasm.

A strong innovation culture also lies deeply rooted in being customer-obsessed. Developing the ability to think ahead and to think from the customer’s point of view involves an amalgamation of scientific and creative skills. Skills like empathy, observation, critical, and strategic have to be cultivated so that the R & D teams can create products that customers love.

Additionally, to create a strong culture, organizations also have to focus on creating diverse, equitable, and inclusive technical excellence. This involves not only improving the technical dexterity of the employees, but also honing their problem-solving skills, adaptability levels, creative thinking capabilities, and curiosity. It also involves developing the capability to apply continuous learning to technical challenges to come up with creative and innovative solutions. 

Grow a strong team 

Driving innovation culture demands developing strong teams…teams that are focused and motivated to excel in their job roles and eager to push the envelope a little bit further each time. 

The first step towards this involves providing clarity in roles and responsibilities, expectations, and outcomes. When employees are acutely aware of what is expected of them, it becomes easier to map the steps needed to achieve these goals. 

Managers play a critical role in helping team members gain clarity regarding their roles and responsibilities. They are instrumental in pushing team members to raise the bar through positive reinforcements. They are critical in raising the employee engagement and employee experience bar to have team members who willingly put in discretionary efforts. All of these initiatives rely heavily on power skills. Working on these aspects helps in generating energy within the team members where they become self-motivated and innovation inclined. 

When implemented, all these efforts help in creating an innovation culture that helps in growing strong R&D teams. 

While organizations will need to look at the technical dexterity of their workforce, they have to focus more on developing the power skills of their employees. This is simply because being innovative, is a Power Skill. 

The AI and ML-powered NumlyEngage™can help you grow a strong team, build an innovation culture, and deliver world class innovation. Get a demo today

By Shalini Ramakrishnan, Director of Product Marketing

As Zig Ziglar, the famous American author, salesman, and motivational speaker, has famously said, ‘You don’t build a business. You build people and people build the business.’ 

Employees are critical assets that hugely affect the success or the failure of the organization. And their engagement in organizational operations, as well as its cultural perpetuation, is critical. Hiring talent is hard, but retaining talent is harder. 

In fact, more than 60% of the companies in a survey said retention was harder than hiring. And employee engagement defines by and large, for how long the employees will stick with the organization.

Today, around 35% of the workforce alone in the US belongs to the millennial generation, and a similar trend is there globally. Millennials in the workplace are notoriously infamous for being job hoppers. While this generalization might be far-fetched, it cannot be denied that millennials have a shorter attention span and crave for change, engagement, and feedback, more than any other generation. 

Read more: Does your Employee Engagement Strategy Drive Consistent and Multi-Touch Interactions

And to engage the millennial and Gen Z employees, who are the future of the workforce, is challenging yet imperative. As organizations implement several policies and infrastructural changes to make the ‘workplace’ appealing to the millennials and the Gen-Z, one of the most undervalued employee engagement hacks is coaching. 

 

Importance of coaching

Corporate coaching is often perceived as an ‘add-on’ or an ‘employee-benefit’ and is most commonly restricted to two layers of the workforce – freshers and leaders. But the organizational workforce is highly diverse, and coaching can be immensely helpful in driving engagement across the entire workforce. 

Let us have a look at how coaching is integral in designing the employee experience and driving engagement throughout the organization.

 

The tight connection between employee engagement and coaching: how it helps

 Improving the skills of employees

Coaching employees with the skills they want to explore for meeting knowledge gaps or for upgrading their skills can help build a relationship of trust with the organization, along with heightened self-esteem within the employees. With skill-based coaching, employees can feel more confident, can accomplish more, and contribute more to the organizational duties. Coaching also helps employees in carving their own career growth in the organization, and they do not have to depend on the managers to decide the next course of action. When organizations provide regular career development opportunities, employees feel engaged and stick around longer than usual.  

 

Developing leadership 

Engaged managers lead to engaged employees, and there’s no denying that. Coaching can step in to help managers develop leadership qualities to create a sense of satisfaction among the team members. With coaching, organizations can build a strong line of leaders who mentor the employees rather than ‘managing’ and ‘controlling’ them. Coached leaders can drive an efficient team-wide goal-setting system coalescing the organizational goals with the employee-specific goals. 

 

Driving a barrier-free team communication

With coaching, managers can learn to develop empathy, which helps in opening up a conscious and transparent feedback system. Around 69% of the employees said they would work harder if they were appreciated better. Coaching can aid in shaping leaders who provide appreciation as well as constructive feedback, delivered appropriately. 

Coaching can also help establish a platform for employees to express themselves without the fear of being judged. Offering the employees a chance to voice their opinions can be incremental in organizational growth as well as employee engagement. When employees feel heard and involved, they can share the same vision as the organization and be more engaged and productive. 

With coaching designed to improve emotional intelligence, employees can improve verbal, written, and informal forms of communication, not just within the teams but also with the customers and clients, meaning your organization always puts the best foot forward.

Building a work culture

Engagement, motivation, and accountability are primarily an emotional change. Coaching can help organizations in asserting values within the employees and imbibe them organically. With coaching, employees can feel empowered and accountable, and that helps in building a strong work culture. 

 

Read more: Employee Engagement Is a Cultural Change

 

To summarize…

Coaching is an integral part of individual development and is pivotal in building engagement within employees when approached correctly. Unlike other performance review systems, coaching needs to be integrated within the day-to-day routine of the employees to really make an impact. 

Connect with us to know more about NumlyEngage™, an AI-Enhanced Coaching Platform. With NumlyEngage™, organizations can 

  • Improve employee engagement, performance, and productivity
  • Identify, attract, and retain top talent 
  • Grow the next generation of business leaders
By Madhukar Govindaraju, Founder & CEO

Google, Apple, Microsoft, Amazon – what’s common between these billion-dollar companies? If we look closely, we see that their fortunes were an outcome of making innovation a part of their central business strategy. 

Google started as a search engine. Amazon was an online book store. Microsoft’s first product was a version of the programming language BASIC for the Altair 8800 “microcomputer”. These organizations were successful with their initial product offerings. However, would they hold the behemoth’s status had they not been laser-focused on building breakthroughs and coming up with strategies that provided greater value at cost, redefined channels, built new markets, and new business models?   

Disruption is our new normal. Organizations globally are looking at ways and means to transform their business, improve their customer experience, identify new markets, and create competitive differentiation. To stay ahead of the curve, organizations must assume disruption to be a constant and then take concrete steps to foster innovation as a part of the company strategy.  They additionally have to foster innovative strategies, identify and eliminate obstacles, manage risk, and craft the optimal metrics and set the right measurement expectations. 

Organizations that follow this path can remain innovative and profitable in the face of disruption.

But what is needed for innovation to happen? Innovation comes from ‘minds’…the minds of the most valuable assets that any organization has – its people. 

To build innovation into a strategy, organizations need to build the innovation mindset in their people. What does this mindset consist of?

The capability to identify and seize new opportunities 

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“We cannot solve our problems by using the same kind of thinking we used when we created them.” – Albert Einstein

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Innovation happens when the workforce is geared to look for and identify new opportunities. This can only happen when employees start with the mindset that things can be done differently. If something is ‘broken’ how can it be fixed? Does this present an opportunity? Is there an opportunity blind spot? Can something be done better? 

Pretty close to an entrepreneurial mindset, this mindset helps employees become more solution-driven in their approach. It consequently makes them growth-oriented by helping them internalize that in every adversity lies opportunity. 

The willingness to think 

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“A goal without a plan is just a wish”

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Developing the capability to identify opportunities is one face of the coin. How to make it work is the most important part. To achieve this, organizations have to help their employees build their capacity to think, be it strategically or creatively, to come up with working solutions. This demands the capability to objectively think through the problem and the solution, identify the risks involved, and then take the calculated risks needed to achieve the business goals. 

Develop entrepreneurial mindsets 

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-“Train your brain to think more clearly. The mind is everything. What you think, you become” – Jack Ma

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One of the most coveted traits of successful entrepreneurs is their capability to think outside of the box. Thinking outside the box is a mindset that asks you to treat each difficulty, hurdle, challenge, and failure as an opportunity to grow. This mindset, called the growth mindset, is a set of beliefs that program individuals to believe that intelligence can be fostered, leadership can be developed, and talent can be nurtured.

Helping employees develop a growth mindset helps organizations remain agile in the face of change by helping them look at difficult situations as a challenge. It encourages people to experiment with ideas to scale these issues by leveraging their strengths. Where they find themselves falling short, employees are then self-motivated to improve and employ all the strategies they know, old and newly developed, to solve a problem and hence consequently boost innovation.

Create better solutions 

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“Without goals, and plans to reach them, you are like a ship that has set sail with no destination” – Fitzhugh Dodson

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Organizations need to increase their capacity to create and deliver great solutions to improve their innovation game. Given that an organization is not an amorphous concept, its capacity to create better solutions is directly proportional to its employee’s capacity to think of great solutions. 

It is thus imperative to help the employees identify where they are on the solution graph, identify which skills they need to work on to improve their thinking prowess, assess how they can boost collaboration and creativity in themselves and their team members. Only then, these employees can develop game-changing, creative solutions in a faster or less expensive manner. 

To navigate this path successfully, employees have to develop the capability to create action-oriented and clear goals. These goals can be in the form of project plans, work allocations, follow up meetings, project status reports, expected stage-level outcomes, etc. that will help them move from point A to point B. 

Develop a sense of urgency 

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“Either you have a sense of urgency today or a sense of regret tomorrow”

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Innovation does not take place when we put things off for later. That’s the perfect recipe for a dish called ‘missed opportunity’. To increase their capacity to innovate, organizations have to ensure that they secure the complete commitment of their employees. And this commitment comes from having a strong sense of urgency. This urgency emerges from accountability and ownership of tasks and a problem-solving approach to achieving their goals. 

A sense of urgency does not mean having your employees run around like headless chickens being busy in the business of busyness. It instead means developing the innate capabilities to prioritize, categorize, and optimize workflows to ensure maximum productivity and timeliness. 

The interesting thing about all these traits mentioned above is that these are power-skills, skills deemed essential for organizations to successfully navigate the shape-shifting business landscape of today. 

These are all behavioral skills and hence need constant reaffirming so that they become second nature to all individuals. Companies need to use data-backed channels such as personality assessments and behavioral skill assessment tests to evaluate the exact skill requirements of employees. Once that is done, the employees need to be connected with the right coaches to help them hone and improve these skills to keep the wheels of innovation churning in the face of disruption. 

Let’s connect to discuss how we can help you identify, attract, and retain top talent and grow the next generation of business leaders.

By Shalini Ramakrishnan, Director of Product Marketing

The impact of employee engagement on productivity and business growth, is one of the key reasons why organizations worldwide are focusing and honing their employee engagement strategies. 

Research shows that organizations with high employee engagement levels are 21% more profitable. Another study on workplace engagement shows that disengaged employees cost an organization $450-550 billion each year. 

Employee engagement has a clear impact on business outcomes and hence should become (if it is not already so) one of the key strategic initiatives of an organization.

However, we also have to consider the multiple forces at play in today’s work environment. The intensity of competition in today’s markets has increased due to technological advancements and globalization. Also, organizations are working with a multi-generational workforce, with millennials and Gen Z now establishing a dominant presence. 

Given these shifts, a traditional employee engagement strategy that relies solely on annual engagement surveys and cosmetic perks no longer holds water. The expectations of today’s workforce from their organizations are different. To resonate with the new workforce, it becomes imperative for employee engagement strategies to drive consistent and multi-touch interactions.

 So what goes into designing such an employee engagement strategy?

Focus on context 

Content could be king, but context is the emperor. 

Owing to the rise of the multi-generational workforce, a multi-touch employee engagement strategy begins with moving away from the traditional ‘cut-and-paste’ model and towards becoming more contextual. 

Today we are looking at remote and geographically dispersed teams, specialized job roles, and different motivations to work. Elements like age, gender, ethnicity, and personality also impact engagement levels. 

To be relevant to the workforce, the engagement strategy has to be contextual and has to address the different needs of all employees. For example, the engagement needs of a fresher will be different from that of a senior manager. The parameters of engagement will be different for a remote worker or a frontline employee than the employees who work together from a physical office space. The engagement needs of women employees could be different from their male counterparts. 

Instead of going by the traditional gut-feel, organizations today have to take a more quantified and measurable approach to measure the exact needs of their workforce. Leveraging assessments such as Behavioral Skill Assessment tests and 16 Personality Factor assessments can jumpstart employee engagement initiatives and make them contextual and relevant to the workforce. It also helps them further their professional goals and helps them find a purpose in their job roles. All of these contribute to higher engagement levels. 

By recognizing these differences, organizations have to strive to create contextual training plans which resonate with the employees and encourage them to invest discretionary efforts towards their roles and responsibilities. 

Keep it continuous

Traditional employee engagement strategies depend on annual surveys, occasional training programs, and cosmetic attractions such as fancy cafeterias and lavish end-of-year parties. However, as we see the rise of the millennial workforce, we are compelled to take cognizance of the one thing they demand – ‘value’ and ‘purpose’.

Employee engagement strategies have to become more value-driven and have to now deliver a tangible impact on the lives of the employees by becoming more purposeful. For this to happen, engagement strategies have to move beyond their occasional appearance and have to become more intentional, continuous, and focused on creating meaningful exchanges. 

This can only happen when engagement becomes a continuous exercise. Organizations have to be on a continuous exploration mode to proactively identify the needs of their workforce based on quantified data. Continuously evaluating the needs of the employees, tracking progress, and designing initiatives to help them succeed in their professional journey will drive higher engagement. The end of the year annual engagement survey is now redundant. 

Keep it dynamic 

Much like how organizations expect their employees to be on the path of continuous improvement, their engagement strategies have to be the same. Engagement initiatives such as learning and development programs, upskilling and reskilling programs, power skill training also have to adopt this road of continuous improvement and evolution according to the skill levels of the employees.

As employees undergo skill improvement initiatives, be it training, coaching or mentoring, organizations have to develop the capability to measure the impact of these initiatives. With the data in hand, organizations can then customize and improve their training plans. 

For this, all engagement initiatives must be tweaked and designed to meet the learning needs of the employees. Using technologies such as AI can help organizations further this goal by gaining deep and contextual insights into each employee’s skill gap, learning needs, and learning process. Being dynamic in approach is essential for the success of all employee engagement initiatives.

Continuous engagement leads the road to success 

Employee engagement initiatives have to be a continuous process. This demands continuous interaction of the key stakeholder with the employees. Organizations have to facilitate two-way conversations between employees and those involved (such as mentors and coaches) and create channels that allow the invested parties to converse, listen, and proactively manage progress and enable employees where work happens. 

Such an approach also ensures that feedback does not become restricted to the end of the engagement initiative and becomes more continuous in its approach. 

This continuous feedback loop gives employees the platform to address any issues that they face while participating in these programs, thereby allowing the organization to fine-tune and hone their initiatives to suit the needs of their demographic. 

Additionally, organizations also have to become more analytics-driven and employ technologies such as AI and Machine Learning to power interactions in employee engagement strategies and make them more relevant and meaningful and hence more impactful.

What about power skills?

Companies have been hyper-focused on improving the technical skills of their workforce because of the changing nature of work itself. However, organizations are also waking up to the rising importance of recharging the power skills of their employees to remain competitive in a world that thrives on collaboration and change.

However, power skill development cannot be ascertained with day-long training programs. Given these skills are behavioral, they have to be reaffirmed continuously to ensure that they become a part of an employee’s second nature. The journey to progress here comes from leveraging robust mentoring sessions that are focused, contextual, personalized, and continuous. 

Identifying the power skill needs of the workforce by leveraging skill assessment tests helps organizations design clear paths for their employees to hone and improve their skill sets. This, in turn, delivers transformational value to the organization as these skills impact how teams work and collaborate. 

In conclusion 

If you want your organization’s employee engagement strategy to drive consistent and multi-touch interactions, you can leverage the NumlyEngage™ platform. With NumlyEngage™, you can take a structured approach to skill development by using consistent and multi-touch interactions, that are continuously scaled and nurtured by AI. 

You also gain access to a rich catalog of 185+ soft skills, with 12+ new pre-packaged Engagement Program Templates targeting various departments and audience segments while addressing their key enterprise functions and disciplines. The platform employs built-in customizable processes to assist organizations get started on specific skill sets by quickly and effectively defining a unique and personalized set of Coaches and Jedi within the organization. It is designed to help organizations take their employee engagement, performance and productivity initiatives to the next level.

If this has piqued your interest, let’s connect to see how we can power up your organization’s employee engagement initiatives. Reach out at numlyengage-support@numly.io to schedule a Demo today!

Upcoming Webinars - Engaging and Up-Skilling Your Employees From a Distance

3rd and 17th December, 2020