Aligning skills with potential for high performance
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Aligning skills with potential for high performance

Performance

Aligning skills with potential for high performance

August 16, 2018 Dean Maher
All skills aren’t created equally when it comes to workplace performance.
 
Cricket skills might be handy for your company sports day, but they’re difficult to harness in your average workplace (unless you’re a professional cricket team).
 
However, there’s plenty of evidence to show that:
  • matching the right skills to your organisation’s strategic goals is the catalyst for long-term success
  • investing in your people’s learning and development creates a more engaged and motivated workforce
When you pick the right skills to develop, your people will:
  • develop greater capacity to drive business decisions
  • become leaders to their colleagues
  • proudly represent your business brand
On the flipside, employees without clearly defined development plans are the cement shoes of your business plans.
 
A lack of engagement among these employees leads to:
  • lacklustre performance
  • poor decision-making
  • toxic workplace cultures
  • increased risks
While it might require investment to develop capability frameworks and structured training, you’ll be avoiding the far greater costs of
  • lost productivity
  • brand damage
  • legal strife
Aligning each employee’s role to training s and performance management starts during the hiring process. By clearly labelling their responsibilities and performance outcomes, you can identify candidates with the ideal mix of skills, abilities, and experience.
 
Linking competencies to performance goals allows you to identify skill gaps for:
  • creating tailored training through interactive software to
  • developing the skills each employee needs to be proficient and confident in their role.
  • matching performance outcomes to training outcomes
  • tweaking the process to develop each employee to their peak potential.
This is no longer a tick and flick exercise to be hastily completed once a year. High performing organisations give their managers plenty of time, space and resources to have these performance discussions and to plan out the relevant training. In a high-performance learning culture, these conversations:
  • happen in real time
  • occur through regular communication
  • are placed as a high priority for both employees and managers

The crucial ingredient in all of this is leadership. To create a learning culture that leverages industry-leading training processes, your leaders need to be the champions of this culture.
 
A learning culture is about developing agility. That means having the flexibility to restructure roles to align with strategic goals, and developing training programs for maximising your employees’ performance.
It’s a fluid process that would’ve been difficult to achieve in years past, but the advent of seamless and responsive training technology now allows us to fine tune performance through learning at lightning speed.
 

About Dean Maher

Dean has joined Cornerstone OnDemand in 2017 to lead the company's efforts in the Australia and New Zealand region. He is part of a dynamic team who are equally passionate about using technology to engage people and drive successful business outcomes with customers... more

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