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Skill development is a challenge for any company seeking to exist in the long term and adapt to a changing world. It is a priority issue for 87% of managers. In operational terms, this brings together all the levers available to HR that enable employees to achieve their objectives better, whether they are managers or employees.
Among these levers, we can distinguish between traditional training, given by a trainer to a group, e-learning, which provides digital content (live or asynchronous) accessible to all on LMS-type platforms, and "blended learning", which mixes face-to-face and distance learning. Digital coaching, which is more recent and innovative, aims, in particular, to develop so-called "soft skills" remotely.
All these levers are complementary and allow each employee to build his or her career path with the best tools, whether the goal is to become a manager, a top manager, or an expert on a specific subject.
Companies are forced to constantly transform themselves in a VUCA (Volatile, Uncertain, Complex and Ambiguous) world.
In this context, the ability of companies to support their employees and managers is essential: the strength of a company depends on the sum of individual skills and, therefore, on the ability to "develop" each employee.
According to a Willis Tower Watson study, 70% of employees who wish to leave their company would do so because they do not see a training opportunity. Increasing skills is therefore becoming an issue in retaining the best employees.
Many analysts have identified soft skills as "the skills of tomorrow", transferable skills that can be used in any context. Coaching, through its individual and personalized aspect, is the best way to develop these skills.
Continuous learning requires several soft skills, including the ability to step back from a situation that highlights a need to learn, curiosity, and the self-confidence to dare to engage in learning!
This is a key driver for employees and an element to consider when creating a training plan: putting the tools that can be triggered on demand when the situation requires it. This situational dimension of continuous learning guarantees the sustainability of skills development.
The first step in a learning process is to identify the areas of improvement. 360 feedback is a questionnaire sent to all the people involved with an employee: manager, employee, peers... Behind each feedback should be a training, or in particular a coaching that maintains a dynamic
The quarterly interviews only concern the manager and the employee. They are an opportunity to consider a more extended period than the feedback that affects a given moment. Therefore, these interviews are an opportunity to take stock of the skills that would have been useful in the previous quarter or will be helpful in the next.
The manager is at the heart of his employees' development. This is why managers will have to be more and more manager coaches. The manager-coach helps his teams identify their need to improve their skills and then look for the tools or resources to make this development possible.
Feedback is an obligatory part of the manager/employee relationship, but it is set to become a valuable lever for companies with a new rule: fewer formalities and more interaction!
It's no longer enough to offer one-time skills development. Today's employees want to learn continuously, in a work situation, through successive experiences throughout their career
This service is adapted: choosing the coach to match my expectations, a coach with experience, pragmatism and directed efficiency.
For-mi-da-ble!!! After thirty years of experience, this coaching has opened my eyes, today I know what the problem is that I have to manage.
I started this coaching with preconceived notions shattered in the first interview. This coaching allowed me to turn a painful page professionally
Personalized coaching at a distance allowed me to mature my thinking and open my eyes to certain subjects. 3 hours seems like a short time, but so much is accomplished!
As an illustration: