Continuous Learning Required

Over the last 30 years, we have observed changes in jobs.  One of the more obvious changes has been moving from tangible work to intangible activities.  Building a brick wall is much different from checking your email.  The brick wall can be viewed and valued by many, while checking your email is an intangible that is difficult to see and value.

Another change has been the need for Continuous Learning.  Today over 50 percent of all jobs require the employee to have mastered the art of Continuous Learning.  It is critical not only in the areas of science and technology, but also in a myriad of many other careers to keep up with the latest advancements and stay competitive in product offerings and services.

The biggest challenge with Continuous Learning is that not all people can master it.  Continuous Learning is just as much an attitude as it is a skill.  In fact, people who have a negative attitude toward Continuous Learning will never master it.  They will have other passions that will override the need to stay current.

I challenge you to look at all your company’s jobs to see how critical Continuous Learning is to superior performance. If it is required, what is management doing to support this requirement, such as providing time for social networking and web searches, attending seminars, and purchasing books and magazines?

TTI has the experts in over 50 countries to assist you in selecting and managing people for jobs that require Continuous Learning.

What is your organization doing to identify, develop and maximize personal skills?

Organizations across the globe are trying to determine how to deliver more with fewer employees and resources to customers who demand more for less.  The answer is personal skills.  This is what sets the great companies apart: identifying, developing and maximizing every employee’s unique personal skills.  But how?

Let the job talk.  Start with identifying the key accountabilities of all key positions within the organization, combine these with a job assessment, and you will have a complete job benchmark for each position.  Then talk to the employees within the positions about the key accountabilities.  If possible, assess the individuals and compare them to the benchmark.  Then review the information for gaps or misplaced employees.  Develop those with gaps and realign those who are misplaced.  This shows employees that the organization is concerned about making sure stress levels are as low as possible and that it is looking to maximize resources, not cut headcount.

Once your organization achieves employee-job fit, you will see that those personal skills that have been identified are being developed and maximized.  This will lead to a more efficient, productive and engaged workforce.