Creating a learning and development strategy for supervision is essential for organizations that want to improve operational performance outcomes. In this third episode of a four-part series on learning and development strategic planning, host Joe White highlights key considerations and practical steps for successful plan implementation.
Transcription
Announcer:
The SOS Podcast is a production of AEU LEAD, an organization redefining how mid and front-line managers are developed.
Joe White:
Hello and thank you for joining us. I'm Joe White and this is the Supervisor Skills: Secrets of Success Podcast. Today's recording is a third and a four-part series we're releasing in season five. Emphasis this year is on creating a learning and development strategy needed to better prepare mid and front-line managers for the transitioning workforce. Whereas the SOS Podcast has historically shared content, primarily intended for front-line supervision. That's not the case for our current initiative.
For this series, we're sharing content to help those responsible for developing the next generation of front-line leaders. As part of the monumental shift across the wide range of labor-dependent industries, learning and development is at/or near the top of recognized needs most organizations now have. In many instances, internal resources don't have the knowledge or experience needed to effectively prepare a comprehensive strategy for the near-term challenges most organizations now face. And for that reason, we've prepared this four-part series as a resource you will hopefully find value.
In our first episode, a covered steps that can be taken to identify developmental needs front-line resources have. In episode two, I outlined a process for pulling together a comprehensive training strategy based on your needs assessment. Today I'll be offering thoughts and suggestions for successfully implementing your learning and development strategy, an important but often overlooked part of the overall process. If you're joining us today, having not heard the previous episodes, it may be worth pausing here to do so. The four episodes planned for release this year are designed to build on one another and sequence is important. That said, let's jump right into our topic.
A sprinter's start is characterized by three distinct phases. On your marks is a command intended to position runners for the ensuing race. Set is about preparation or getting ready. Go prompts motion, and is where a runner pushes off stationary blocks propelling themselves forward. For those working through the four-part series this season, we've effectively covered positioning and preparation of a learning and development strategy. Today's discussion is about committing your plan to motion. In other words, it's go time. Arguably the most difficult of all the steps we'll cover, committing yourself to action is also the most important. At this stage of the journey, it's less about getting things right and more about getting things done. Those struggling to make needed transitions are often paralyzed by the pursuit of perfection. If you've identified prioritized needs effectively, you've positioned yourself well. If you've engaged with key stakeholders and obtained needed buy-in for the development to occur, you've prepared yourself to succeed.
The steps required to transition or plan from words on paper to words in motion are neither complicated or difficult. There are several important considerations, however, to increase the likelihood of success. For those wanting to learn more, here are a few thoughts I'd like to pass along:
1. Establish and communicate expectations.
Change is difficult and implementing a learning and development strategy requires new routines and rituals. For skill development to effectively occur, personnel throughout the stakeholder chain must know and understand roles, responsibilities, and expectations. They should also have an opportunity to ask questions. This helps connect the what to the why, an important objective that greatly increases the likelihood of success. Define learning and development objectives and help your supervisors understand the business case behind them.
2. Schedule development activities.
The two biggest barriers to supervisor development are time and availability, and because of that, it's important for learning and development activities to be built into operational calendars. No different than scheduling or production meetings, training activities must be elevated in importance and share the ranks of other non-negotiable priorities. For that to occur requires sponsorship and support at the decision-making level. Build this into your implementation strategy and recognize you won't succeed without it.
3. Allocate supporting mechanisms and resources.
Strategic plans make clear where you're going. Stakeholder commitment is built around why the change is needed. For learning and development strategies to succeed, you must also understand how the transition will take place. The granular details revealed through this discovery process help provide a bird's eye view and determine the type and level of support needed, including personnel that must be involved. Put everything on the table and make certain required resources are in place to support ongoing skill development.
4. Monitor performance.
By definition, a key performance indicator or KPI is a metric used to measure progress towards operational goals or objectives. Many organizations review them on a set frequency to determine if progress is being made or if adjustments are needed. Typically reserved for business-critical work streams, items on the KPI list are elevated as priorities and expectations are non-negotiable. Those responsible for implementing a learning strategy for the needed development of frontline supervisors will do themselves a huge favor by positioning completion of assigned task as business-critical KPIs.
5. Identify improvement opportunities.
With implementation, you can and should expect a few hiccups. Important details will have been overlooked. Additional needs will be identified and unexpected circumstances will impact scheduled events. When Ford progress is derailed, focus on the overarching purpose of the training effort and modify your approach accordingly. Challenges and implementation are inevitable and to be expected. Learn from any experiences you have, make needed adjustments and recognize skill improvement is the ultimate objective.
A learning and development strategy exists on paper. For needed growth and skill development to occur, it must be implemented to practice. While the first step is often the most difficult, it's also the most important. Secure a sponsor at an executive level, treat progress metrics as KPIs and modify plans when needed. Stay focused on the big picture and recognize more than anything it's about improvement and not perfection.
Thank you for joining us. It's my sincere hope you found benefit in our discussion today. We'll be back with one final episode in our current season. In our next release, we'll discuss strategies for holding gains and maximizing return on investment. I look forward to reconnecting with you then. Should you have any questions or need additional information regarding today's topic or any we've covered in the past, just let me know. My contact information is provided in the show notes accompanying this episode, and for those that may not have reviewed or rated your experience with this show, I would greatly appreciate you doing so. That's it for now. Stay safe and thanks for listening.
