This article explains what a leadership development strategy is, the 13 different strategy types, and how you can create one to meet your organization’s needs.

Contents
What is a leadership development strategy?
Leadership development strategy: Key characteristics
13 types of leadership development strategies 
How to create a strong leadership development strategy 
3 real-life examples of leadership development strategies 

What is a leadership development strategy?

A leadership development strategy is a plan that aims to help an organization’s future leaders increase their capacity to effectively guide, inspire, and influence others in the company. 

Leadership development focuses on cultivating key leadership competencies, such as strategic thinking, decision-making, emotional intelligence, and communication. It highlights aspects such as self-awareness, personal growth, and the ability to empower and motivate others.  

An effective leadership development plan provides a structured approach to empowering potential leaders to confidently take on their future roles, navigate a constantly changing business landscape, and drive organizational success.

Leadership development strategy: Key characteristics

There are some elements every leadership development strategy framework should include, such as:

• Alignment with business goals: Effective leadership development must support long-term business objectives by helping potential leaders align their professional growth with company goals.
• Personalization: These programs should also be tailored to individual leadership styles and career paths as much as possible to encourage, facilitate, and support diverse perspectives among leaders.
• Practical experience: 75% of leadership development professionals estimate that under 50% of what they train in is actually applied on the job. Effective leadership development training should focus on the practical application of knowledge and skills.
• Continuous learning: Concepts that leadership adopts significantly influence a company’s culture. Leaders modeling continuous learning will also help build a culture of continuous learning throughout the rest of the organization.       
• Measurement and assessment: A leadership development strategy should have clear, quantifiable goals aligned with organizational objectives. You can use HR smart goals to track the progress of your leadership development efforts and their return on investment (ROI).  

13 types of leadership development strategies 

There are various types of strategies you can use as part of your leadership development plan. You can combine a few strategies to create a well-rounded development curriculum. Examples include:

1. Mentorship programs

Mentoring is usually a long-term, relationship-based process between two people. In this process, a more experienced employee (the mentor) provides their mentee with support, guidance, and advice. Mentoring focuses on career development and personal growth and provides an excellent opportunity to transfer knowledge and skills. 

2. Coaching

Coaching is a more structured, goal-oriented process focused on achieving specific results within a predetermined period of time. Leadership coaching is a collaborative process designed to help potential leaders improve their leadership skills, overcome challenges, and reach other specific outcomes.

3. Formal training programs

A formal training program consists of workshops or structured training sessions to help enhance specific leadership competencies and skills. It can include online courses, in-person classes, certificate programs, and more. These programs suit companies that prioritize long-term succession planning or leadership development.  

4. On-the-job training

This involves leaders undergoing coaching or a formal training program while performing their existing leadership duties. Often, new leaders find themselves managing teams of people without completing (or even receiving) leadership training. On-the-job training helps them develop their leadership competencies while performing their duties.

5. Job rotation

Job rotation is a practice where employees (including potential leaders) move between different roles or departments for a certain period to develop diverse skills to prepare for future leadership. Job rotation also allows employees to better understand different business operations as part of their preparation for leadership positions.

6. Cross-functional projects

These projects help potential leaders better understand inter-department relationships and individual roles. It also helps them develop and enhance leadership skills, such as adaptability and collaboration. Additionally, they can build stronger connections with key stakeholders across different departments and teams.

7. Action training

This strategy involves leaders collaborating to solve real business challenges through practical experience and group discussion. This allows participants to develop skills that are directly applicable to their work. Action training aims to enhance problem-solving abilities, and critical thinking skills while also delivering tangible business results. 

8. Leadership workshops

A leadership workshop is a structured session that focuses on developing and enhancing the leadership skills of its participants. Leadership workshop sessions typically involve exercises that teach key leadership concepts, facilitate interactive activities, and drive discussions.

9. Succession planning

Succession planning involves identifying potential leaders to ensure the continuity of critical roles and business operations in an organization. An effective succession plan must provide a structured approach to preparing the next generation of leaders to move the company forward.

10. 360 degree feedback

If you want to identify leadership skills gaps and promote self-awareness among your company’s leaders, 360 degree feedback can be highly useful. It gathers input about a leader’s performance from different sources, including peers, direct reports, and supervisors, offering a well-rounded picture of their capabilities and potential. 

11. Shadowing senior leaders

Job shadowing is a form of on-the-job training where, in the context of leadership development, a future or potential leader learns from an experienced leader by observing them as they go about their day-to-day work duties and responsibilities. This allows them to ask important questions and model beneficial leadership behaviors.

12. Soft skills training

Soft skills such as communication, emotional intelligence, problem-solving, and decision-making are all key leadership competencies. A leadership development plan should prioritize building and developing interpersonal skills in order to be successful at preparing future leaders for their roles.  

13. Networking opportunities

Building and maintaining connections with peers across different industries and levels of experience gives leaders an excellent opportunity to enhance their ability to lead effectively. Networking is also a great way to identify potential talent and stay current on the latest industry trends.

How to create a strong leadership development strategy 

The following seven steps below provide a simple guide for you to start creating a strong leadership development strategy. 

Step 1: Identify business objectives

Before anything else, you must have a thorough understanding of your organization’s business goals. This will help determine the kinds of behaviors, capabilities, traits, and skills you must focus on in your leadership development strategy framework.

Step 2: Identify key leadership styles and competencies

Depending on your company’s culture and business needs, it may require one or more leadership styles. It’s crucial to identify key competencies for the company’s success, as they’ll form the foundation of your leadership development plan. 

Step 3: Assess current leadership capabilities

To understand what your leadership development strategy needs, you must assess your current and future leaders against the key leadership styles and competencies you’ve established. One tool you can use for this is the Training Needs Analysis (TNA). 

Step 4: Select the right leadership development methods

The results of the assessment mentioned in the previous step will show you the skills gaps among your company’s future leaders. You can then use this to determine the most suitable leadership development methods to help close these gaps.

Step 5: Design your leadership development plan

Your development plan should combine your selected learning methods to create an engaging learning environment. For instance, the strategy could feature a combination of formal training, action training, job shadowing, leadership mentoring, job rotation, and soft skills training.

Step 6: Encourage continuous feedback and assessment

360 degree feedback is an excellent tool to monitor people’s progress during their leadership development training, and their readiness for leadership after completion. Examples include the OPM Leadership 360™ and the RightPath 360 assessment.

Step 7: Measure, adapt, and improve

For your leadership development strategy to succeed, you need to collect and analyze data and then measure it against the goals you’ve set. KPIs for each goal will help you measure progress, so you know what to keep doing and how to improve your strategy.

3 real-life examples of leadership development strategies 

Below are three real-life company examples of leadership development strategies you can use to inspire your own approach:

Example 1: General Electric

General Electric (GE) has multiple leadership development programs, one of which is the two-year Operations Management Leadership Program. Its participants rotate three times across the business to gain experience within the supply chain, and take on assignments to help build a foundation in supply chain and leadership.  

Example 2: Intuit

One of Intuit’s leadership development programs involves cohorts of five to seven VPs undergoing two months of training before deciding how they’d teach the company’s directors about leadership from their own perspectives. The directors also undergo the same program and share their learnings with their managers to create a cycle of knowledge through teaching.

Example 3: IBM

Extreme Blue is IBM’s three-month leadership program for future tech and business leaders. It welcomes talented individuals with established leadership skills and technical abilities. The program aims to provide participants with an experience that emphasizes innovation, growth, and collaboration.

To sum up

An effective leadership development strategy is vital for a company’s and its people’s success. It is key in empowering (junior) leaders to fulfill their roles with confidence, and successfully navigate others in the organization through a constantly changing business environment.

Companies that prioritize and continuously refine their leadership development strategies are better positioned to drive innovation, improve employee engagement, and sustain long-term business growth.

The post How To Create a Leadership Development Strategy (Plus 13 Strategies) appeared first on AIHR.

In this article, we explore what reskilling is, how it differs from upskilling, why reskilling employees matters, and how to successfully reskill your workforce as jobs continue to be disrupted by market forces and evolving technology trends.

Contents
What is reskilling?
What are the benefits of reskilling your employees?
Why are companies failing at reskilling?
Reskilling examples
How can your organization build a successful reskilling program?
FAQ

What is reskilling?

Reskilling is the process of employees learning new skills to transition into a different job or career, typically in response to changes in the job market or workplace needs. Unlike upskilling, which builds on existing skills for career advancement, reskilling prepares employees for roles that may be in entirely different fields—frequently in emerging areas like AI, cybersecurity, or renewable energy.

For example, a retail sales associate who trains in logistics to shift into supply chain management, or a factory worker who learns machine learning fundamentals to move into an AI-driven quality control role.

Research by the University of Queensland estimates that people entering the workforce today will take on between 16 and 17 jobs over five to seven different careers, with each career change potentially requiring employees to build a new skill set. Therefore, it’s essential that employers prepare for the future world of work now and create and implement training programs to successfully reskill their employees.

Although the process of reskilling can appear daunting, rapid advances in artificial intelligence and generative AI are making (and will continue to make) many roles and responsibilities redundant. Businesses must align with these changing demands and help employees remain relevant and useful in their careers.

Reskilling vs upskilling

The terms “reskilling” and “upskilling” are sometimes used interchangeably as there is a lot of crossover between these two concepts. However, there is one primary difference. 

Reskilling is the process of training employees in new skills and capabilities to help them transition into a different role, either within the same organization or in a new industry. Upskilling, on the other hand, focuses on developing employees’ existing skills to help them adapt to changes in their current role or advance within their field.

• Example of upskilling: An HR professional completes a course in digital HR and automation to help analyze, optimize, and automate HR processes in their organization to increase efficiency and reduce errors.
• Example of reskilling: A school teacher trains in instructional design and corporate learning strategies to transition into a role as a corporate trainer, delivering professional development programs for businesses.

Employees can upskill through various forms of training and education, such as online courses, webinars, workshops, seminars, professional certifications, and industry publications. They may also pursue formal education by earning a degree or diploma, enrolling in intensive boot camps or training programs, or gaining hands-on experience through internships or part-time work.

Reskilling, which involves learning entirely new skills for a different role or industry, often requires more in-depth training. This can include structured programs such as career transition courses, employer-sponsored retraining initiatives, apprenticeships, or immersive boot camps. While the methods for upskilling and reskilling are often similar, upskilling is typically easier to do on the job, as it builds on existing skills rather than requiring a complete career shift.

Organizations often use both reskilling and upskilling strategies to support internal mobility and equip their workforce with the skills needed for the future.

What are the benefits of reskilling your employees?

The rapid growth and adoption of technology have significantly changed how businesses operate, and the future of work is hard to predict. As the use of generative AI, chatbots, virtual assistants, machine learning, natural language processing, and automation increases, some roles will become obsolete, but this will give way to new occupations with a larger focus on human-centered skills such as creativity, strategic thinking, and emotional intelligence.

According to a McKinsey Global Institute report, as many as 375 million workers may need to switch occupational categories by 2030, hence why reskilling programs must be taken seriously by organizations and rolled out sooner rather than later. Reskilling helps manage change and navigate future workforce planning efforts by retraining your workforce for what lies ahead and putting employees’ talents to use in crucial new roles.

Reskilling has benefits for both the organization and its employees. Let’s take a look at these in more detail. 

Improves employee retention

The current job market is highly competitive, and job-hopping is a widely acceptable way to advance a career. The opportunity to learn and grow in a position helps employees stay focused on their current employer instead of contemplating new prospects.

Investing in skills training shows workers they have present and future value within the company. Employers need to provide ample development opportunities to attract and retain top talent.  

Reduces the cost of filling new roles 

Recruiting expenses and lost productivity affect your company’s bottom line. Filling openings internally helps reduce these costs.

Reskilling increases employees’ value by preparing them for an alternative role within your organization. When a new position opens up, someone in your workforce will have the skills needed to step in and keep operations running smoothly. 

Drives productivity and profitability

According to a report by TalentLMS, businesses with a healthy training ecosystem are 52% more productive, 92% more innovative, and 17% more profitable than competitors. The message? When employees receive effective training they are hungry for, they are more effective in their jobs and contribute more to business objectives. 

Attracts new talent with a growth mindset

A Gallup report revealed that 59% of millennials rank learning and growth opportunities as extremely important to them when looking for a job. Your organization’s dedication to improving employees’ skills can be an advantage when sourcing and hiring motivated applicants.

Your current employees who appreciate the benefit of a learning culture will also fortify your employee brand when they speak highly of their experience. Their positive feedback can result in desirable candidates applying for your open positions. 

Supports employee engagement

When employees feel overlooked or disconnected from the organization, they become disengaged from their work. Providing opportunities for skill development helps them expand their expertise, collaborate with other departments, and feel more integrated into the company.

What’s more, gaining insight into different roles fosters empathy and camaraderie, reducing siloed thinking and an “us versus them” mindset.

Gives employees a vision for advancing with you

Reskilling opportunities are steps forward on a career path and provide your workforce with new talents they can utilize in emerging roles. You’re giving employees a clear vision for growing and advancing within your organization, which is a priority to many, and building a strong internal pipeline for promotions and lateral moves. 

Boosts employees’ confidence and morale

Employees who are confident in their skills and abilities are more likely to be proactive, voice new ideas, and devise creative solutions to problems. A study showed that 80% of employees believe their confidence had improved from reskilling training.

Building confidence in certain employees can also tap into underutilized talent. Introverts, or those who fall into underrepresented groups, may be overlooked but will often have much to offer when they feel assured in their abilities.

Increases employability

BCG data shows that 68% of workers are already aware of the looming disruptions in their respective fields and are willing to reskill to remain valuable and competitively employed. Reskilling helps employees stay current in their industry, boosts their value to employers, and allows them to become increasingly flexible, which is a valuable skill. 

Reskilling employees will help increase their employability now and in the future. 

Satisfies employees’ desire to learn and grow

71% percent of employees want to update their skills more frequently, while 80% think their employers should increase their investment in reskilling and upskilling. The majority of the workforce is eager to learn and grow, and providing reskilling opportunities meets this desire while future-proofing the organization for changes and disruptions to roles.

Discover the nine steps to take to reskill your workforce for the future in this Learning Bite!

Why are companies failing at reskilling?

A report by TalentLMS found that organizations tend to be better at upskilling than reskilling, with employee satisfaction levels at 73% when receiving upskilling versus 62% for those who participated in reskilling initiatives. 

This suggests that while roles (and the skills needed for them) are evolving, many organizations are not yet taking steps — or are struggling — to transition employees into new roles. Let’s explore some of the challenges businesses face when reskilling the workforce. 

Poor change management

Some businesses fail to effectively plan, implement, manage and communicate the changes they face as a result of the market and advancing technology. They don’t take proactive steps to prepare for the future world of work and don’t adequately support employees through these uncertain times and changes, which can have a catastrophic effect on a business. 

Misunderstood skills gaps and training needs

Addressing skills gaps requires a strategic approach to pinpoint the most essential skills that are lacking, then create a targeted training program to bridge these gaps. For example, many employees lack skills like digital literacy, AI, data analysis and soft skills that are becoming increasingly important.

Lack of learning culture

One of the biggest reasons companies struggle with reskilling is the absence of a strong learning and growth culture. When organizations don’t prioritize continuous employee development, workers may not see opportunities to expand their skills or advance in their careers. Personal and organizational growth are closely linked, and a workplace that fosters learning ensures both employees and the company evolve together.

To make reskilling successful, organizations should create a culture where continuous learning is the norm, with clear development plans that align individual growth with business goals.

Limited resources

Another core challenge businesses face is a lack of time for reskilling programs, as employees also have their daily responsibilities to manage. Additionally, rapid market changes can create a sense of urgency around reskilling and put pressure on employees and employers.

There are also costs to consider aside from training materials and new technology, including the time employees take away from their existing tasks. HR plays a key role in justifying these costs by demonstrating the return on investment to business leaders. 

Cultural resistance

Finally, employees (and employers) are often resistant to change, which can make reskilling difficult. Employees have an existing skill set that is in their comfort zone, and significant effort is required to gain new skills and pivot into a new role. The way to overcome this hurdle is by fostering a supportive environment where employees are encouraged to grow and the benefits of reskilling are clearly communicated. 

Reskilling examples

Example 1: AT&T

Amid rapid technological advancements, AT&T faced a critical challenge: a large portion of its workforce had skills tied to outdated technologies, putting both employees and the company’s future at risk. Instead of relying solely on external hiring, AT&T launched Workforce 2020, a $1 billion reskilling initiative aimed at transitioning employees into high-demand roles.

Through online courses, collaborations with universities, and internal training programs, employees were reskilled from legacy roles in hardware maintenance and landline operations into fields like cloud computing, data science, and cybersecurity. By 2018, more than 50% of AT&T’s workforce had moved into new tech-focused positions, proving that large-scale reskilling isn’t just possible — it’s a strategic necessity in a fast-changing job market.

The initiative has since been rebranded to “Future Ready”, and AT&T continues to invest in reskilling the workforce.

Example 2: Zurich UK

Using the AI analytics platform Faethm, Zurich UK, a branch of the global insurance company, identified specific skills that would be more in demand in the future due to technological advances, along with as many as 270 roles that would go unfilled in the next five years within data, robotics, and cyber sectors.

As a result, the company developed learning academies in key areas, including data, automation, leadership, and innovation, to reskill employees to take on these roles where talent (internal and external) is scarce. The company estimates that the long-term reskilling and upskilling of talent will save £1 million in recruitment and redundancy costs.

Example 3: Siemens

Having faced skills shortages in technical fields, Siemens launched their SiTecSkills Academy in 2022 to bridge the gap between their workforce’s skillsets and the needs of the industry. 

Employees in production, service, and sales are targeted to build future competencies within the sectors of IoT, AI, robotics, and sustainability. The academy offers a mix of reskilling and upskilling opportunities through a variety of formats including brief digital learning “nuggets” (that are also available for free to people outside of the company) through to certification programs. 

Since its launch, the Academy has reached more than 24,000 people with a primary focus on building digital and green skills essential for Siemens. Post-training reviews after six months show almost a 100% success rate in reskilling programs. Approximately 40% of participants are women, demonstrating Siemens’ commitment to gender inclusivity in traditionally male-dominated fields.

How can your organization build a successful reskilling program?

A strong reskilling program closes skills gaps to support your workforce and the organization, and it often integrates with an upskilling program. Usually, it is a company-wide effort in which HR plays a key role.

You can use the following steps to build and maximize the effectiveness of your reskilling program.

Let’s break it down.

1. Make reskilling a strategic necessity across the business

In many businesses, HR owns the reskilling agenda, with 65% of organizations viewing reskilling primarily as an HR function.

This suggests there is much room to make reskilling a more collaborative, company-wide approach where reskilling is embraced across the leadership team. The most successful reskilling programs require commitment from HR and the wider organization, which is why this is key.  

HR has a responsibility to demonstrate the need for reskilling and tie this to business objectives to gain buy-in from stakeholders.

2. Uncover skills gaps

Once you map out your organization’s long-term goals and what it takes to achieve them, you need to assess how well your current roles and workforce are equipped to support these objectives. This means identifying any gaps between the skills employees have and the skills their roles require.

An updated skills inventory of what your employees have to offer can reveal secondary and tertiary skills. You can use it in conjunction with a skills gap analysis to help you determine the specific skills and knowledge your workforce is missing. 

3. Look for skill adjacencies

Once you have identified the critical skills needed, look for adjacent abilities, or “skills closely matched to those in demand,” to make the task of reskilling a little easier. Employees with related competencies may already have the right attributes, or can quickly learn what they need to for a new role. 

For example, someone with customer/client service experience can make a smooth transition into sales because they have strong communication skills and first-hand knowledge of your product or service.

With the growing popularity of online banking, banks in Singapore are reskilling their frontline staff to be able to work in customer contact centers.

4. Organize specific skills training

Once you understand which skills in which departments you need to develop, you can determine the exact training required for your employees to develop these skills. 

Since there will be variance within your employees’ skill sets, trainings must be somewhat personalized to meet different learning needs. Offering an assortment of training methods is ideal. Your current learning platform may not be sufficient for certain types of reskilling, so it could be time to invest in other resources.

Internal company bootcamps are an example of how organizations frequently reskill employees from nontech roles to technical ones. These employees are then equipped to tackle company-specific challenges.

5. Combine a variety of reskilling methods

You should have several education delivery techniques in place to ensure flexibility and options that work best for different learning styles and the type of skill gap you aim to address. The more training occasions and methods you offer, the higher participation will be.

Examples of these methods include:

• On-the-job training: Employees can have real-world exposure to the tasks of a new role by taking on small projects for another team or through a mentoring relationship.
• Online learning: Online courses are beneficial because they are accessible anytime and anywhere to speed up the learning process. Bite-sized learning is advantageous as it concentrates on the specific information needed to achieve a learning objective. It’s also easy for all types of learners to grasp.
• Blended learning: Combining online learning with classroom training assures all material is covered. It also provides the opportunity for learners to ask questions and interact with an instructor.
• Peer learning: Employees can learn from each other when they collaborate and reflect on real-world scenarios or hands-on practice of new tasks.

If your organization has remote or hybrid employees, remember to apply remote training methods to reskill this sector of your workforce.

Invest time in understanding how your employees learn best, their preferences for reskilling, and potential benefits.

6. Make reskilling programs attractive

32% percent of businesses face challenges in convincing employees to apply for and complete reskilling programs, which is why it’s crucial that your reskilling programs are desirable.

It’s important that reskilling is presented as a choice and not a requirement, However, to increase participation, organizations must highlight to employees the benefits and shared value of reskilling. It’s also important to offer training during work hours — 64% of businesses who do so entirely within paid work hours almost eliminate one of the biggest hurdles to participation. It demonstrates that your organization values employees’ time and your commitment to continuous growth. 

You may also want to consider incentives to reward those willing to learn and grow, and make it clear that reskilling is linked to new prospects or advancement within the company. This way, your employees will be more motivated to participate. 

7. Promote job shadowing

Job shadowing is an excellent way for employees to familiarize themselves with a new role within or across departments. Following and observing an experienced employee throughout their day gives an accurate portrayal of the job requirements. 

In essence, job shadowing helps better prepare someone to take on a new position. Plus, it is a great reskilling method if you’re on a tighter budget.

8. Focus on digital skills

Companies that were forced to have employees work from home during the pandemic quickly learned how integral technology was to business and how vital adequate digital skills were. Digital advancement is an ongoing reality, so businesses must prepare their employees to adapt to new technologies.

Reskilling in the age of AI is vital as more repetitive, admin-based tasks become automated and certain roles become obsolete. More roles focusing on managing AI technologies and analyzing data will emerge, as well as roles that primarily utilize human-centered skills such as creativity, empathy, and leadership. 

Effectively training the workforce in digital literacy and preparing them to use new tools will help organizations close the digital skills gap. Your reskilling program should prepare your workforce for the age of AI so that no one gets left behind.

9. Measure and evaluate success 

Research shows that just 33% of companies measure their reskilling programs’ impact on business or HR-related outcomes, and although 42% report a positive ROI, 56% did not calculate or could not identify the ROI of their reskilling initiatives.

Are your employees applying the new skills they’ve learned? Are they able to smoothly transition into new roles and perform at high levels? What is the return on investment of your reskilling programs, and do they make business sense? 

Measuring training effectiveness is essential and begins with determining relevant KPIs, collecting data from various sources (including surveys, discussions, and post-training assessments), and regularly assessing the data using an evaluation model. 

The well-known Kirkpatrick’s Four-Level Training Evaluation Model uses learners’ reactions and responses, knowledge and skills obtained, behavioral changes made, and the impact on business goals to measure the extent of a training program’s influence. 

By measuring and evaluating your reskilling program, you can improve what’s not working, and determine if you have achieved your strategic objectives.

10. Encourage lifelong learning

Reskilling is an ongoing process, so your organization needs to foster a continuous learning culture. You can instill a knowledge-seeking mindset in your employees by encouraging them to embrace reskilling opportunities and showing them why this matters and how it benefits them and their careers. 

Managers must buy into the value of reskilling, and they should actively participate in their own trainings. Make sure leadership understands the importance of developing their staff, so they will wholeheartedly promote your reskilling endeavors.

11. Don’t neglect your own skills

HR is changing rapidly too, so new skills are required to stay current. As an HR professional, you need to prioritize your own development, and embarking on a reskilling (and upskilling) program in your department is a great place to start. 

Upgrading your abilities with advanced HR technologies, people analytics, data literacy, and business acumen will future-proof your skills, give you a competitive edge, and set you and your organization up for long-term success.

A final word

Reskilling is an essential strategy to bridge skills gaps and ensure your employees are well-equipped to contribute to your organization’s goals and mission today and in the future.

Understanding where your company is headed, the skills required as technology transforms the world of work, and acquiring new skills that make your employees more valuable prospects are all key to building an effective reskilling program that equips and empowers your workforce and organization to thrive in uncertain times. 

FAQ

The post Reskilling Your Workforce for the Future: An HR’s Guide appeared first on AIHR.

This article looks into what the benefits and opportunities management development provides, how to identify the right development methods, and how you can drive and support the management development process at your organization.

Contents
What is management development?
Management development: Benefits and challenges
Key areas covered in management development
5 types of management development programs
7 steps to create a management development strategy
Measuring the success of your management development program

What is management development?

Management development is the process of developing the skills and competencies needed to perform effectively on all levels of management, from first-line supervisors to top-level executives. Also called leadership development, it improves core skills like conflict resolution and communication and is a long-term investment in both new and experienced managers.

HR’s role in management training and development

HR plays a crucial role in management training and development. Here’s a breakdown of what HR does in this area:

• Identify training needs: Evaluate the training required by looking at performance data, employee feedback, and business goals. They then design programs that cover performance management, conflict resolution, team building, and more.
• Cultivate a culture of learning: Promote continuous learning by updating training as policies or leadership change and planning for succession to develop future managers and leaders.
• Provide learning resources/programs: Select training methods — such as classroom sessions, online courses, or mentoring — that fit the company’s goals and budget.
• Facilitate leadership development: Develop programs like mentorship, job rotations, and coaching in the workplace to build leadership skills at all levels.
• Ensure legal compliance: Make sure training covers essential laws and regulations (e.g., FMLA, FLSA, ADA, and OSHA) to minimize legal risks.
• Track progress and provide support: Measure training effectiveness through assessments, reviews, and feedback, and then adjusts programs as needed.

Management development: Benefits and challenges

The key benefits of management development include increased productivity and efficiency, and stronger leadership and decision-making skills. Skilled managers boost team performance and align with business goals, while training enhances decision-making and critical thinking.

Other benefits are higher employee engagement and improved business agility and adaptability. Effective managers create a supportive work environment, which improves the employee retention rate, and a well-prepared management team can adapt quickly to market changes.

However, management development also comes with a few challenges, such as managerial resistance to change and budget and resource constraints. Some managers may see training as extra work and the organizations may cut development programs when budgets tighten.

It can also be difficult to measure the success of a leadership development plan and identify the right training methods. Benefits like improved leadership are sometimes hard to quantify, and HR must spend time researching training programs that suit the company’s unique needs.

7 types of managers (and why management development is necessary)

Different types of managers may require different training and development approaches. Here’s an overview of the different types of managers and how they benefit from management development:

1. Executives: Executives set the organization’s overall direction. Development programs for executives should focus on strategic thinking, high-level decision-making, and “visionary” leadership.
2. Middle managers: Middle managers act as the bridge between top-level management and first-line managers. They need training in communication, conflict resolution, and leadership to help them effectively manage teams and ensure goals are met.
3. First-line managers or supervisors: These managers oversee daily operations and supervise employees. Development for them should emphasize performance management, employee growth rate, team coordination, and operational decision-making.
4. Project managers: Project managers require skills in planning, execution, monitoring, and keeping projects on track. Development programs for them should emphasize time management, resource allocation, and problem-solving.
5. Functional managers: These managers are in charge of specific departments, such as HR, finance, or marketing. Their development needs typically include specialized knowledge in their functional area, as well as leadership and collaboration skills.
6. Coaching managers: These managers help employees develop their skills through feedback, mentorship, and training. Coaching managers need training in active listening, coaching techniques, and constructive feedback.
7. Crisis managers: These managers help companies handle change or crisis, such as restructuring, mergers, or emergencies. Their training should cover stress management, business continuity, resilience-building, and decision-making under pressure.

Key areas covered in management development

Management development training must cover a range of leadership competencies to prepare managers to oversee multiple aspects of work and business. As such, it typically covers the following key areas:

Leadership skills training

Effective leadership is the foundation of manager development. It focuses on leading by example, inspiring teams, goal-setting, and helping employees understand business goals and how their respective roles impact the company.

Active listening, communication, and interpersonal skills

Managers must be able to communicate clearly and effectively to help build strong, trustworthy relationships with their employees. This includes both verbal and non-verbal communication, as well as active listening and conflict resolution skills.

Performance management

Managers must be trained to effectively assess and manage employee performance, provide constructive feedback, and set performance goals. This is also an important component in helping to drive organizational success.

Change management

Organizational changes require managers to have the skills to guide their teams through the transition period. Whether it’s adopting new technologies or shifting departmental priorities, managers must lead their teams effectively to maintain employee satisfaction and retention.

Coaching and mentoring

To drive employee engagement, satisfaction, and retention, managers must be trained to support their teams’ growth through coaching and mentoring. HR often provides support in this aspect by working with management to give employees the necessary tools and resources.

Decision-making

Being a skilled decision-maker involves critical thinking, analyzing information objectively, and considering potential outcomes. Managers must also weigh risks against benefits, understand compliance considerations, and make the best decisions based on business needs. 

Common areas for manager training

Some of the most common topics for manager training include:

• Bias: Recognize and address unconscious bias for a fair workplace.
• Conflict resolution: Learn to resolve team disputes effectively.
• Employee communication: Build trust through clear, effective communication.
• Time management: Prioritize tasks to meet deadlines efficiently.
• Compliance: Understand and follow key employment laws and regulations.

5 types of management development programs

To develop managers, HR can implement various types of management development programs, including:

1. On-the-job training: This is a hands-on approach where managers learn through real-life experiences. This ‘real-time’ training is effective for developing problem-solving skills, operational knowledge, and effective decision-making skills.
2. Formal education programs: These programs include degree programs, job-related certifications, or specialized courses. They help managers gain a deeper understanding of management principles and business strategy.
3. Workshops and seminars: Workshops and seminars provide short, focused learning experiences where managers can enhance specific skills, such as in leadership or communication.
4. Mentorship and coaching programs: These programs pair less experienced managers with senior leaders for guidance, feedback, and support to aid in the management development process.
5. Online learning and e-learning platforms: There are digital learning platforms that offer flexibility for managers to learn at their own pace. They usually cover a wide variety of topics, from technical skills to leadership development.

7 steps to create a management development strategy

Here are seven critical steps to follow when you’re creating a management development strategy for your organization:

Step 1: Assess current skills gaps

Start by evaluating your management team’s current skills to pinpoint areas that need improvement. Use performance reviews, feedback, and clear data to understand where strengths lie and where training is necessary. This step helps you identify real challenges so your training initiatives address actual needs rather than assumptions.

Step 2: Define clear objectives

Set clear, measurable goals for the development program. Decide what success looks like (e.g., better team performance, improved decision-making, or increased employee engagement) and ensure these targets match your business strategy. With well-defined objectives, everyone involved should understand the purpose and be able to track progress effectively.

Step 3: Choose your development methods

Select the training methods that best suit your managers’ and company’s needs. Options can include on-the-job training, formal courses, workshops, or online learning. Pick one or a combination that fits your company’s budget and time constraints while delivering the specific skills your managers require.

Step 4: Solicit leadership buy-in

Secure strong support from top management to ensure your development program receives the resources it requires. Present your plan clearly, showing how improving management skills will drive overall business success. Having leaders backing the initiative creates an organizational culture that values development and encourages active participation.

Step 5: Implement and track progress

Launch your training program and monitor its progress from the start. Use regular check-ins, assessments, and performance reviews to see how well your managers are adopting new skills. This ongoing tracking helps you spot issues early and adjust the program as needed, ensuring your investment delivers tangible results.

Step 6: Adjust and refine

Gather feedback throughout the program to understand what works and what doesn’t. Use this information to make timely improvements, keeping the training relevant and effective. Regular adjustments based on real-world results ensure the program continues to meet the organization’s evolving needs.

Step 7: Integrate with succession planning 

Integrate your development efforts with detailed succession planning to build a strong pipeline of future leaders. Identify high-potential employees early and include them in your training programs so they’re ready to step into larger roles. This proactive approach ensures long-term leadership continuity and strengthens your business for the future.

Measuring the success of your management development program

To assess the success of your management development program, you can use the following methods:

• Employee pulse surveys: These surveys can help you gauge how well managers are motivating their teams and creating a positive work environment.
• Manager performance reviews: These reviews help evaluate how managers are applying their development training to their day-to-day duties.
• Retention and promotion metrics: Track the success of development programs by measuring how many managers are retained or promoted within the organization.
• Productivity and team performance improvements: Monitor the impact of management development on team performance and productivity.
• Additional metrics to consider: Include feedback from peers and direct reports, and organizational performance indicators such as revenue/financial growth.

To sum up

Management development is necessary for a company to grow and thrive. It enhances leaders’ skills and abilities by providing them with the tools and resources needed to build, lead, and develop teams, deliver results, and contribute to overall organizational development. 

HR can create a culture of continuous learning that supports growth for every management level by proactively assessing training needs, selecting relevant programs, tracking progress, and making changes when needed. In doing so, companies can ensure their leaders are equipped to confidently run the business and handle challenges, ultimately benefiting the entire workforce.

The post Management Development: Why It’s Important and How To Create an Effective Strategy appeared first on AIHR.

In this article, we discuss new employee training and its key elements. We examine the difference between onboarding and new hire training and share best practices and tips for training new employees. Let’s go!

Contents
Importance of training new employees
Key components of new hire training
Who is responsible for training new employees?
Onboarding vs. new hire training
Types of new employee training methods
How to train new employees effectively
FAQ

Importance of training new employees

The primary purpose of training new employees is twofold: ensuring that they succeed in their role and that the organization gets a return on its investment for hiring them. 

But there are more reasons why it’s important to train new hires, including: 

• Preparation, productivity, and retention: Training new hires prepares them to do their job, enables them to reach optimum productivity as soon as possible, and increases the likelihood of them staying with the company longer.
• Lower new hire turnover: Onboarding and new employee training are intertwined. As such, many people who receive poor onboarding and job training leave the organization within the first year, meaning investing in new employee training also helps companies prevent new hire turnover and increase retention. 
• Higher engagement: Additionally, a high-quality new employee training (program) positively impacts employee engagement. Research shows that employees who feel sufficiently trained are 27% more engaged than those who don’t.

Key components of new hire training

During the new hire training period, the employee should gain a more in-depth understanding of the job responsibilities, the core competencies, key metrics and KPIs, departmental and individual goals, and, ultimately, what success looks like for the role. Training new employees focuses on the following:

Job expectations

All parties involved should know exactly what expectations come with the job from the start. The hiring manager should be able to explain the essential functions of the job, what needs to be done, and, to a certain extent, how it should be done (in terms of cultural norms and managerial preferences).  

The manager should also be able to share key milestones and due dates and explain why the role is important to the department and organizational strategy. An organizational chart may help the new hire understand how they fit into the larger organization and where their internal stakeholders are located.

Another aspect of this is performance management. The new employee needs to understand how their performance will be measured, what tools or systems will be used to track their progress, and what the feedback process looks like. This includes clear communication about performance reviews, probationary periods, and growth opportunities. Providing examples of past successes in the role or team can also help set expectations and inspire confidence.

Departmental goals & objectives

In the training process, the hiring manager shares the department’s goals and objectives and how they support the broader organizational focus. This will help the new employee understand how they and their role contribute to the success of the department and the company, which creates a sense of ownership, purpose, and belonging in new hires.

Processes & workflows

New employees need to know how the work is done and get a thorough understanding of the processes and workflows. Therefore, training on, for example, how a new product is brought to market, how to process an insurance claim, or how to approve time off in the attendance management system is critical to new hires’ success in their roles.

They will need dedicated training on these processes and workflows and, ideally, opportunities to practice before doing the work independently. 

Policies 

While new employees tend to receive the company’s employee handbook during their preboarding or onboarding, they can absorb only so much information at once. To help the new hire focus, the hiring manager should highlight key policies. These can include the code of conduct, time management, and other policies impacting the role.

Technology & systems

Every organization has its own particular set of technology and systems that it uses to operate. While some may be familiar to new hires, others won’t. That’s why most new employees will require training to become proficient in one or more of these systems. 

It’s essential to introduce the new hire to the tools most relevant to their department and role and train them on how to use them. Think, for example, of a CRM platform, an HRIS, or the company’s project management tool.   

Teaching new hires to use these and other tools effectively through training sessions and user manuals is a better use of time than learning by trial and error.

Key stakeholders

Identify and introduce the key stakeholders to the new hire early on. They need to be aware of how their roles intersect and what each stakeholder expects. 

If there is a protocol for communicating with stakeholders and staff within and outside the chain of command, the manager should also share this information with the new employee.

Who is responsible for training new employees?

An effective new hire training program tailored to the employee and the role requires a collaborative effort between the following parties:

• The hiring manager
• HR
• The new employee and; 
• Their (direct) co-workers.

In larger organizations, the Learning & Development (L&D) department will also be involved. Put simply, training new hires is a shared responsibility of multiple stakeholders, requiring a high level of collaboration.

Here’s what each of these parties’ roles may look like:  

The hiring manager

The hiring manager tends to be the go-to person for the new hires whenever they encounter an issue or have a question about their training. For this and other reasons, the manager should also be in charge of putting together a role-specific training program for the new employee. As the one leading the team, the hiring manager knows exactly what’s required for the role.

While developing the training program, the manager can (should) also consult with their current team members, as they will have valuable input as they are currently doing the work. During this process, the hiring manager can, of course, also turn to HR (or L&D) for guidance where needed, as they have the knowledge and experience to build effective training programs.

HR and L&D

HR and L&D’s role is to set the framework for training programs, providing a structured, scalable, and consistent approach to new hire training. At the same time, they enable managers to customize training to meet the specific needs of their teams and roles.

For example, HR might create a standard training checklist that includes foundational corporate training—such as mandatory compliance training, an introduction to company culture, and a guide to internal tools. Managers can then build on this foundation by adding role-specific sessions, like technical software training or opportunities for shadowing experienced team members. HR can also advise managers on choosing the most suitable training methods.

Beyond onboarding, HR and L&D play a key role in guiding managers on how to support the long-term growth and development of their employees. This includes helping managers identify opportunities for skill development, career progression, and alignment with organizational goals, ensuring employees remain engaged and prepared for future challenges.

Additionally, HR, L&D, and managers need to be aware of and sensitive to the organization’s direction, the impact any changes may have on the business unit, and how those changes seep into the employee’s role.

The new hire

Despite all the efforts from the hiring manager, HR, and colleagues, the new hire is ultimately responsible for successful training. They are the ones who need to take the training, ask questions if they pop up, and put whatever they learned into practice on a daily basis. 

Everyone else can provide the framework, tools, and support, but the new employee needs to put in the effort. Moreover, they need to provide regular feedback to (among others) their hiring manager about the new employee training they received so that the company can keep fine-tuning its program for future hires.  

Co-workers

While they are perhaps not the first people we think about when we ask who is responsible for training new employees, a new hire’s co-workers also play a big part in this process. 

They may be the first people a new employee turns to when they have a question. More than a manager, they will know exactly how to explain certain things and support their new colleague, especially if they joined the company recently as well or are in the same role or team as the new hire.   

As such, a person’s co-workers can make or break a new hire’s training experience and subsequent job success.

Onboarding vs. new hire training

While both employee onboarding and new hire training start at the beginning of an employee’s journey with a company and continue throughout their first weeks and months, they are two different (albeit often intertwined) processes. 

Onboarding, or better yet, preboarding, begins as soon as a candidate accepts the job offer. Preboarding prepares and engages​​ new hires for their roles prior to their official start date. It involves things like: 

• Sending welcome emails 
• Preparing and sharing the onboarding agenda 
• Completing new hire paperwork 
• Getting the work environment and equipment ready.

Onboarding starts on people’s first day in their new role. The goal of employee onboarding is twofold: getting new hires operational as quickly as possible and shaping their critical first impressions of the company. Typical onboarding activities include: 

• Meeting the manager and the team
• Being introduced to one’s 30-60-90-day plan
• An introduction to the organization, its values, and company culture
• A workplace tour.

New hire training, on the other hand, focuses on teaching people the competencies, skills, and behaviors needed for the role, how to complete tasks, how to operate equipment and software, and how to function in the organization. In other words, it trains employees to actually do the job they were hired to do. As such, it is a crucial part of the employee onboarding process.

Types of new employee training methods

The methods of training new employees depend on the organization’s resources, the complexity of the role, and the different ways people (prefer to) learn. Successful training combines different methods to cement the conveyed information and new knowledge. The more complex the organization and its processes are, the more critical new employee training and repetition become.

There are various training methods that can be beneficial to new hires, including: 

• Instructor-led-learning. In-person or virtual learning, either in 1-on-1 or a classroom setting. 
• E-learning: Self-paced, on-demand, drip learning, or asynchronous learning.  
• On-the-job training: This can be learning by doing while getting guidance from a manager or an experienced colleague, for example.
• Job shadowing: Here, a new hire can follow a more experienced employee as they perform the tasks and activities the new employee will assume. 
• Mentoring: In this case, the new hire is assigned to someone who can guide them and provide advice about progressing in their field of interest or a particular role.
• Workshops and interactive sessions: Small group discussions or activities where employees can practice skills, ask questions, and engage in real-time problem-solving.
• Peer learning: Opportunities for new hires to learn from more experienced colleagues within their team or department. This can include collaborative discussions, knowledge-sharing sessions, or informal Q&A opportunities that allow new employees to benefit from the expertise of seasoned team members.

How to train new employees effectively

When creating a new hire training program, consider the following best practices:

1. Start before your new hire’s first day 

During their preboarding, let new hires know what training and L&D your company offers. This is mostly about managing people’s expectations.

If possible, share a brief onboarding agenda with them and include a training timeline so that your new hires have a clear idea of what awaits them and at what moment in time.

2. Make the training targeted and relevant 

To train new employees effectively, their training should focus on the core competencies and behaviors that the new hire will need in their job. The training should be role-specific as this will help new team members become productive faster and set them up for long-term success. 

To create relevant role-specific training, encourage managers to consult with existing employees on the training content; they will have unique insights into what new hires must know, when, and how it can be taught. 

3. Combine various training methods

We have already briefly mentioned the importance of combining different training methods to ensure the effective training of new employees. 

For example, some people learn best when listening to an instructor. In contrast, others prefer watching videos and answering questions about them afterward. Finally, there are people who thrive when they shadow a co-worker. 

If and where possible, give new hires a couple of options they can choose from. Let them try different training methods (using learning technology and tools), find out what works best for them, and ask them for feedback about your training offering. Also, ensure that new employees have access to the training resources and can find them easily.   

4. Consider peer training and mentoring 

Besides providing input for the new hire training plans, there are other ways to involve existing employees in supporting the newbies. Some ways to implement peer learning into your new hire training include: 

• Micro-mentoring: Micro-mentoring is a type of mentoring in the workplace that revolves around a specific topic or skill. It is an excellent, informal way to train new employees on a specific skill in just a few hours (or days). 
• A buddy system: An onboarding buddy can help the new employee navigate company policies and procedures, introduce them to their team, act as a sounding board, and share knowledge and tips.  
• Reverse mentoring: In a reverse mentoring situation, younger (or, in this case, newer) and less experienced employees mentor older and more experienced ones, and vice versa. This encourages a two-way exchange of skills, knowledge, and perspectives.

These training methods can boost a sense of camaraderie and engagement among employees and help new hires feel part of the team more quickly. 

5. Exchange feedback frequently 

Make sure your new employees receive regular feedback about how they’re doing with their training. An excellent way to do this is during their one-on-ones with their manager and a short (pulse) survey several times during their training journey. 

We’ve mentioned this a couple of times already, but make sure you’re also asking new hires for feedback about their training experience. What do they find valuable, and what do they believe can be improved? Do they have suggestions on improving the new hire training program further? 

6. Focus on continuous training 

In your new hire training program, emphasize that as human beings, we’re never done learning. Even when employees successfully complete their new employee training, they will continue to learn new skills, competencies, and behaviors. Depending on your organization’s L&D structure, the new hire will then embark on a learning path associated with the role they’re in.

7. Measure new employee training effectiveness 

Developing, implementing, and providing training for new hires is an investment. It takes time and resources, so you want to measure the effectiveness of your new hire training efforts. 

Here are some metrics to consider using in that regard:

• Time to productivity: The time it takes for a new hire to reach a level where they can perform their job duties independently and efficiently.
• Cost of getting to Optimum Productivity Level (OPL): The total investment in training, resources, and support required for a new hire to reach their peak performance.
• New hire satisfaction: A measure of how satisfied new employees are with their onboarding and training experience, often gathered through surveys or feedback.
• New hire turnover: The rate at which new employees leave the organization within a specified time frame, indicating potential issues with onboarding or training.
• Training completion rate: The percentage of new hires who successfully complete the required training programs within the expected timeframe.

A final word

Training your new employees effectively and in a structured way means building a productive, engaged workforce and a successful business. While HR certainly has its role in providing the right training framework and supporting hiring managers where needed, the responsibility for new hire training is a shared one.

Don’t treat new hire training as an afterthought but rather as a core part of your onboarding process. That way, you’re ensuring that your new hires will perform well, be satisfied, and stay with your organization.

FAQ

The post Training New Employees Effectively: All You Need To Know appeared first on AIHR.

This article defines coaching and mentoring in the workplace, highlights the differences HR should know, explores key skills for each role, and provides real-world examples. Let’s begin!

Contents
What is coaching?
What is mentoring?
Coaching vs mentoring: 11 key differences
Skills required for effective coaching and mentoring
How HR can help develop coaching and mentoring skills in the organization
Company coaching and mentoring examples

What is coaching? 

Coaching in the workplace consists of a range of activities that allow employees to grow personally and professionally. Think of one-on-one or peer coaching, performance coaching, digital coaching, or a combination of these. 

Workplace coaching should be a collaborative process between a coach and a coachee (the employee). It’s designed to help the employee improve skills, achieve specific outcomes, or overcome challenges. 

It’s a structured, goal-oriented process that is typically performance-driven and focuses on specific results within a set timeframe.

What is mentoring?

Mentoring in the workplace is an intentional, usually one-on-one, relationship between two individuals. The more experienced employee (the mentor) provides guidance, advice, and support to the mentee. There are various types of mentoring, such as traditional mentoring, peer mentoring, and reverse mentoring.

Mentoring is typically a long-term, relationship-based process focused on career development and personal growth. Its goals are twofold: on the one hand, mentoring is an excellent way to transfer knowledge and skills, and on the other, it offers an opportunity for emotional support, confidence-building, and networking.

Benefits of coaching and mentoring 

The table below lists some of the key benefits of coaching and mentoring:

Coaching vs mentoring: 11 key differences 

While there certainly is some overlap between coaching and mentoring in the workplace, the philosophy behind the two approaches is not the same. 

This section explores some of the key differences between coaching and mentoring. Bear in mind that, in general, these are ways in which mentoring differs from coaching. As with everything, there are exceptions to the rule.

1. Short-term vs. long-term

A more obvious difference between mentoring and coaching is the timeframe related to each approach. 

• Coaching tends to be more short-term, ranging from a couple of months to a year.
• Mentoring typically is more long-term, with most mentorships lasting a year or two (sometimes even longer). 

2. Performance-driven vs. development-driven

• Workplace coaching is mostly performance-driven and focuses on achieving specific results within a set timeframe, such as helping employees gain or improve particular skills.
  Mentoring is more development-driven and focuses on the mentee’s (career) growth beyond their current role.

HR tip

Create a structured framework that outlines clear goals for both short-term performance improvements and long-term career growth. This framework should be applied across the organization to standardize the coaching/ mentoring approach. 

3. Formal vs. informal structure

Another difference between coaching and mentoring is their structure. 

• The coaching process tends to be well-structured, with clearly defined, measurable goals and regular meetings. 
• The mentorship process tends to be slightly more informal, with meetings required by the mentee when they sense a need for them. That is not to say, though, that for a mentorship to be successful, it wouldn’t be helpful to schedule regular meetings.

4. Task-oriented vs. development-oriented

• Coaching tends to be more task-oriented.
• Mentoring tends to be more development-oriented. 

5. Guidance vs. advice

Perhaps the most significant difference between mentoring vs coaching lies in the approach of each method. 

• A coach tries to guide their coachees to discover that information for themselves.
• A mentor primarily gives advice and information.

HR tip

Encourage coaches to use open-ended questions that prompt employees to discover solutions on their own. For mentors, emphasize the importance of sharing relevant advice and personal experiences to guide career development.

6. Coaching feedback vs. mentoring feedback

• Coaching feedback: Feedback is (should be) an integral part of any workplace coaching program. It is a two-way street where the coach shares their observations and insights with the employee, and the employee offers their thoughts on and perceptions of the coaching process. The aim is to optimize the coaching experience and subsequent results.   
• Mentoring feedback: The situation is slightly different in a mentorship. While feedback should certainly be welcomed and can be helpful for both the mentor and the mentee, it doesn’t play as crucial a role as in the coaching process. 

7. Coaching vs. mentoring outcomes

Another difference between coaching and mentoring is the outcomes of each method:  

• At the end of a coaching journey, the results are usually visible and measurable; they have been from the get-go. 
• At the end of a mentorship, however, the results tend to be less tangible and can be found more in the mentee’s overall growth and development.     

8. Agenda setting

• In a coaching program, the coach and coachee set the agenda together. They decide on the goals, the success metrics, and the timeline. 
• In a mentorship program, the mentee primarily decides on the agenda while the mentor tries to support and facilitate that agenda as best they can.

HR tip

Guide coaches and mentors on how to approach agenda-setting effectively. For coaches, encourage collaboration with the coachee to define clear goals, metrics for success, and a realistic timeline. In mentoring programs, remind mentors that the mentee should lead the agenda-setting process, and their role is to support and facilitate those goals.

9. Coach expertise vs. mentor expertise 

The difference between a coach and a mentor is not always obvious. One thing that’s usually different, however, is that: 

• Coaches are more likely to have been trained in coaching skills and methodology. 
• Mentors typically draw primarily from their (professional) background and experience.

10. Coaching questions vs mentoring questions

• In a coaching relationship, the coach often asks thought-provoking questions that elicit insights from the coachee so that the latter can take action based on those insights.
• In a mentorship, questions are more mentee-driven, and the mentor’s answers share their experience or offer direct advice.    

11. The role of the coach vs. the role of the mentor

There is a significant difference between a mentor and a coach in terms of their role. 

• A coach tries to get the best out of people by instilling awareness and self-directed learning
• A mentor mostly shares their wisdom and knowledge.

Skills required for effective coaching and mentoring 

Coaching and mentoring employees in the workplace require mastering certain skills. Both a coach and mentor will need to have a particular skill set they can tap into to guide their coachees or mentees properly.

In this section, we examine various coaching and mentoring skills. Some will apply to both coaching and mentoring in the workplace, while others are more relevant to one of these approaches.

Coaching and mentoring skills 

Skills that are important for coaches and mentors alike include: 

• Active listening: Active listening is perhaps the most important skill for successful mentoring and coaching. It’s about listening to understand, which is crucial if you want to truly support your coachee or mentee. It’s the starting point and foundation of the coaching and mentoring relationship and requires observing what verbal and nonverbal messages are being sent. 
• Communication: There are many different communication skills, including active listening. Other examples are observing first before responding and the ability to adapt your communication style depending on the person you have in front of you.    
• Empathy and emotional intelligence: Both empathy (the ability to understand how other people feel) and emotional intelligence (the ability to recognize and manage the emotions of other people as well as your own) are critical to successfully coaching and mentoring employees in the workplace.     
• Presence: This skill requires a lot of practice for most people and is something that we may never fully master. Yet, being fully present in the moment is the greatest gift you can offer as a coach and mentor to your coachee or mentee. It allows them to be fully present as well, which, in turn, gives them the capacity to expand.     

Coaching skills

On top of the skills listed above, some additional skills are essential for being a good coach, including:

• The ability to ask the right questions: This is a key coaching skill, as asking the right questions will get the coachee thinking, gain insights, and swing into action.
  What are the ‘right’ questions you ask? They are open-ended questions, not disguised as statements, and asked with genuine curiosity. 
• The ability to give (and receive) constructive feedback: Feedback is an integral part of the coaching process. Coaches need to master the art of giving and receiving feedback, which can look different from one coachee to another.  
• Ability to set clear and actionable goals: A coaching process is characterized by its aim to achieve specific results within a set time frame. The coach’s ability to set clear and actionable goals—together with the coachee—plays a vital part in making this happen.  
• The ability to stay neutral: “Coaching is primarily about asking, not telling,” one article fittingly stated. For the coach, this means remaining neutral. They don’t insinuate, share their opinion, or give advice. Instead, they encourage reflection and the action that follows from it. 

HR tip

If you want to offer coaching to all employees, consider using a digital coaching tool. These tools can be with or without a human touch and can be a great way to scale your organization’s coaching efforts beyond just the leadership team. 

Mentoring skills

In addition to the skills mentioned at the start of this section, being a good mentor requires the following skills as well: 

• Strong relationship-building: A successful mentorship is based on a strong relationship and trust between the mentor and mentee. A good mentor keeps their promises, shows up on time, keeps conversations with their mentee private, and takes accountability when needed. All of these things create trust and foster open communication with the mentee. 
• The ability to share experiences and offer career guidance: This skill allows mentors to assess the situation and decide what part of their lived experiences or knowledge can benefit their mentees most at this particular moment in time. This skill is also about knowing how to best communicate with mentees to ensure they genuinely capture the information you want to convey. 
• The ability to instill confidence: In line with the previous skill, a good mentor knows how to make their mentees feel confident about themselves and their potential for success. They recognize when to share which experience or piece of advice, they know when to praise their mentees’ achievements privately and publicly and offer sincere feedback when needed.    
• Networking skills to create opportunities: A good mentor uses their network to create opportunities for their mentees.

How HR can help develop coaching and mentoring skills in the organization

HR plays an important role in developing coaching and mentorship programs and initiatives to implement and drive coaching and mentoring employees in the workplace.

You can support leaders in developing coaching and mentoring skills through various initiatives like: 

1. Organize workshops or seminars: These sessions could focus on coaching and mentoring skills such as active listening, giving and receiving feedback, asking the right questions, and emotional intelligence. 
2. Develop a resource library: This may sound more complicated than it is. It simply means providing an online space that holds all the resources you have about coaching and mentoring that is easily accessible (i.e., coaching models, templates, best practices for mentoring and coaching, etc.).
3. Encourage mentoring and coaching within your HR team: To become a good coach or mentor, you need to experience being coached or mentored first. Consider pairing experienced HR leaders with emerging HR leaders to coach and mentor them.  
4. Check your data: You can analyze performance data and employee feedback to help leaders identify the areas where coaching or mentoring could have the biggest impact and take targeted action. 
5. Consider conducting a training needs analysis (TNA): In line with the previous point, you can conduct a team training needs analysis to detect knowledge and skills gaps and then bridge them using (most likely) workplace coaching.

Company coaching and mentoring examples 

There are many different types of coaching and mentoring in the workplace, varying from peer coaching and reverse mentoring to leadership coaching and micro-mentoring. 

This section shows some real-life examples of coaching and mentoring employees in the workplace.

Coaching examples

Example 1: Google’s CareerGuru

Google invests heavily in employee coaching through an in-house coaching program called CareerGuru. This program connects Google employees (Googlers) with its 350 internal professional coaches (Gurus) from around the world. The program aims to help Googlers determine their objectives, roadblocks, progress opportunities, and steps to accomplish their goals.

Google employs a coaching model that consists of six crucial components:

1. Providing timely and specific feedback
2. Delivering difficult feedback in a motivational and thoughtful way
3. Tailoring approaches to meet individual communication styles in regular one-on-one meetings
4. Practicing empathetic ‘active’ listening and being fully present
5. Being aware of your mindset and that of the coachee
6. Asking open-ended questions to discover a coachee’s acumen.

Example 2: Alphabet’s peer coaching

Google’s parent company, Alphabet, offers a peer coaching program for its employees called g2g (Googler to Googler). The program focuses on people’s professional and personal development, and employee participation in the program has increased by more than 200% over the past few years.

Mentoring examples

Example 1: Randstad leadership development and onboarding

Randstad’s leadership development mentoring program covers a range of different mentoring initiatives, such as #ReloadYourStrengths, which aims to develop employees’ leadership skills by pairing them with senior employees.

Another initiative is its Insider Program, which incorporates mentoring into the company’s new hire onboarding process. It pairs new hires with mentors ahead of their first day to better prepare them for their roles and their place in the company.

HR tip

Consider implementing a buddy system at work. A buddy system can be a great way to introduce new hires to your organization’s mentoring practices right from the start while also giving them access to the support and knowledge they need during their onboarding.

Example 2: Reverse mentoring at General Electric

Reverse mentoring, a type of mentoring in which younger, less experienced employees mentor their more mature co-workers, was first used at General Electric in the late nineties. The idea was to help managers develop their technological skills inspired by the younger generations. 

Unlike traditional mentorship programs, reverse mentoring encourages a two-way exchange of skills, knowledge, and perspectives between employees of different generations. Several companies today, such as Danone, IBM, Accenture, and Orange, have reverse mentorship programs as they’re a flexible, efficient, and inexpensive way to help their employees grow.

To sum up 

Coaching vs. mentoring methods are both effective ways to support employees and help them grow professionally and personally.

Which method is best suited for which employee depends on their particular needs and circumstances. The overview of key differences between coaching and mentoring in this article can help you decide what to choose.

The post Coaching vs. Mentoring: 11 Key Differences & Skills Needed appeared first on AIHR.

Additionally, the average learning and development (L&D) budget and team size have decreased by over 70% since 2023. HR professionals have the opportunity to take charge of developing and nurturing effective leaders and ensure the practical application of the training they provide.

This article discusses how you can implement well-crafted leadership programs aligned with strategic goals and company culture to cultivate strong leaders who drive the business forward.

Contents
What is leadership development?
Why leadership development is important
Key benefits of leadership development
5 types of leadership development to benefit your workforce
Best practices for leadership development training

What is leadership development?

Leadership development is a strategic process designed to increase a person’s capacity to effectively guide, inspire, and influence others within an organization.

Its aim is to cultivate essential leadership competencies, such as strategic thinking, emotional intelligence, decision-making, and communication. These skills help current and potential leaders adapt to changes and handle complex challenges better.

While general management training focuses on the operational and administrative skills needed to oversee day-to-day activities, leadership development focuses on the more intangible qualities that define great leaders. It emphasizes personal growth, self-awareness, and the ability to motivate and empower others.

HR tip

Use the 9-box grid to quickly identify high-performing individuals with high potential. Once identified, give them leadership opportunities, such as mentoring others or leading key projects. This proactive approach will accelerate their growth into future leaders.

Why leadership development is important

Great leaders guide their teams towards common goals, driving productivity and performance. They make strategic decisions that can shape an organization’s future and create an environment where employees can thrive. Ultimately, this contributes to an organization’s competitive advantage, financial performance, and long-term sustainability.

Investing in L&D for leadership also ensures employees are more invested in their organization’s success. LinkedIn reports that moderate learning culture results in 27% greater retention, 15% more internal mobility, and an 8% increase in promotions to management. Additionally, a strong learning culture results in 57% greater retention, 23% more internal mobility, and a 7% increase in promotions to management.

By investing in leadership training and development, organizations can ensure a steady supply of competent leaders ready to take on greater responsibilities when needed. Leadership development coaching also provides targeted and personalized guidance, helping leaders overcome specific challenges and accelerate their growth.

Key benefits of leadership development

• Increased satisfaction and retention: Well-trained leaders can better motivate their teams, increasing job satisfaction and retention. In fact, 70% of staff say learning improves their sense of connection to their organizations, and 80% say it adds purpose to their work.
• Improved decision-making and risk management: Leaders with good critical thinking and analytical skills can confidently make informed decisions. They can also better identify and mitigate risks, leading to more stable, sustainable organizational growth.
• Greater innovation and adaptability: Leaders trained in creative problem-solving and strategic thinking are more likely to encourage new ideas and embrace change. As such, they foster an innovative culture that drives competitiveness and adaptation to change.
• Positive organizational culture: Emotionally intelligent leaders build strong relationships, promote collaboration, and manage conflicts well. By facilitating open communication and mutual trust and respect, they contribute to a positive workplace culture.
• Better succession planning and organizational continuity: Effective leadership development creates a pipeline of capable leaders on different levels, ensuring smooth transitions and organizational stability during leadership changes. The company can identify high-potential individuals early, train them for future roles, and reduce the risks of hiring externally for key positions.

5 types of leadership development to benefit your workforce

Below are five different leadership development options you can choose from, depending on your organization’s unique leadership needs and priorities:

1. Formal training program

A formal training program involves structured training sessions or workshops to help enhance specific leadership skills and competencies. These may include classroom-based learning, online courses, certificate programs, or blended learning environments.

These programs provide a systematic approach to leadership development, allowing participants to gain theoretical knowledge and learn about practical tools. Topics like strategic thinking, emotional intelligence, and conflict resolution are often included, along with opportunities for peer learning and networking among participants.

A formal training program is most suitable when your company needs structured, comprehensive leadership development and to impart specific skills or competencies. It’s also a good method to choose if the organization is undergoing significant changes, facing new challenges, or wants to invest in long-term leadership development and succession planning.

Try this:

• Conduct a thorough skills gap analysis to identify specific leadership gaps and tailor the program accordingly
• Involve senior leadership in program design and delivery to ensure alignment with organizational goals and to increase buy-in
• Incorporate a mix of learning methods (e.g., lectures, case studies, role-playing, and action learning) to cater to different learning styles
• Create opportunities for participants to apply their learning to real-world situations and provide ongoing support and coaching
• Measure the program’s effectiveness through pre- and post-assessments, feedback surveys, and tracking relevant KPIs.

2. Coaching and mentoring from management

This approach involves pairing emerging leaders with experienced executives or managers for one-on-one guidance. The goal is to help mentees navigate leadership challenges and further hone their skills.

Coaching and mentoring from management promote real-time learning applications, immediate feedback, and the transfer of institutional knowledge. It also helps emerging leaders gain valuable insights into organizational dynamics and leadership practices.

This approach is most effective when an organization wants to leverage internal expertise and experience for personalized, ongoing leadership development. It also helps companies to develop future leaders through hands-on, experiential learning.

Try this:

• Establish clear objectives and expectations for both mentors and mentees before any training starts
• Provide training for mentors on effective coaching techniques and active listening skills
• Create a structured framework for mentoring sessions, including regular check-ins and progress evaluations
• Encourage mentors to share both successes and failures, providing real-world examples of leadership challenges and solutions
• Facilitate opportunities for mentees to shadow their mentors in key leadership situations or meetings to gain practical insights.

3. Peer coaching and peer mentoring

Another way to facilitate leadership development is to pair leaders of similar levels or experiences for mutual support and development. Peer coaching is a confidential process that incorporates current practices and aims to solve workplace problems, while peer mentoring involves more experienced peers guiding less experienced colleagues.

Unlike traditional top-down mentoring, peer coaching and peer mentoring create collaborative learning environments where colleagues can share insights and best practices with one another. They encourage open dialogue, welcome diverse perspectives, and create a supportive network of leaders.

Peer coaching and mentoring are suitable for when an organization wants to break down silos and encourage cross-departmental learning. They also make for a promising approach to promoting diverse perspectives and innovative problem-solving among leadership.

Try this:

• Create a structured matching process, pairing leaders based on complementary skills, experiences, or development goals
• Provide initial training on effective peer coaching techniques, active listening, and giving constructive feedback
• Establish clear guidelines for peer coaching sessions, including frequency, confidentiality, and goal-setting practices
• Encourage action learning projects where peer coaches collaborate on real organizational challenges
• Facilitate regular group sessions where peer coaching pairs can share insights and best practices with the wider leadership community.

4. Action learning

Action learning is an experiential, hands-on approach to leadership development that involves small groups of leaders working together to solve real organizational challenges. Participants apply their leadership skills to actual business problems, learning through the process of analysis, decision-making, and implementation.

This method combines practical experience with reflection and group discussion, allowing leaders to develop their skills in ways directly relevant to their work. Action learning aims to enhance critical thinking, problem-solving abilities, and collaboration skills while delivering tangible business benefits.

Action learning is suitable for an organization facing complex, real-world challenges that require innovative solutions. Its goal is to develop practical critical thinking and decision-making skills in its leaders. Action learning can also help companies create a culture of continuous learning and improvement.

Try this:

• Select real, strategic challenges the organization has for action learning projects, ensuring they are complex enough to be meaningful but achievable within a set timeframe
• Form diverse teams of four to six participants from different departments or functions to encourage cross-functional idea-sharing
• Assign a skilled facilitator to each action learning team to guide the process, ask important questions, and ensure balanced participation
• Establish a regular team meeting schedule, alternating between problem-solving sessions and reflections on the learning process
• Give teams chances to present their progress and solutions to senior leadership, emphasizing both the practical outcomes achieved and leadership lessons learned.

5. 360-degree feedback

360-degree feedback is a comprehensive assessment method that gathers input about a leader’s performance from multiple sources. These may include supervisors, peers, direct reports, and sometimes, external stakeholders. This approach provides a well-rounded view of a leader’s strengths and areas for improvement.

360-degree feedback can provide an accurate picture of how leaders’ actions impact others, making it easier to identify development needs and track progress in leadership growth.

This approach is most effective when an organization wants to promote self-awareness among its leaders and identify leadership skills gaps. It’s also useful for creating a culture of open feedback and continuous improvement and offering its leaders specific, actionable insights for their development plans.

Try this:

• Clearly communicate the purpose and process of 360-degree feedback to all participants, emphasizing that it’s developmental rather than evaluative
• Use a well-designed, competency-based assessment tool that aligns with your organization’s leadership framework and values
• Ensure anonymity for feedback providers (except for direct supervisors) to encourage honest and constructive input
• Follow up the feedback process with facilitated sessions to help leaders create specific development plans based on the insights they’ve gained.

Best practices for leadership development training

Here are some best practices to keep in mind while designing and implementing different leadership development training methods:

Use a leadership development plan

A leadership development plan aligns individual leadership goals with strategic company objectives, ensuring leadership training and development contribute directly to business outcomes.

We have developed an easy-to-use leadership development plan template that you can customize for your organization:

Set measurable goals

Establish clear, quantifiable leadership development goals aligned with individual aspirations and organizational objectives. You can establish HR smart goals to allow effective tracking of your company’s leadership development progress and the return on investment (ROI) of its leadership development training efforts.

Provide ongoing feedback

Implement regular feedback mechanisms throughout the leadership training and development process. This includes both formal assessments and informal check-ins that enable participants to understand their progress, adjust their approach, and apply their newly acquired skills in real-time.

Create a supportive learning environment

The best leadership development programs foster continuous learning and growth and facilitate leaders’ experiments with their newly acquired skills. This requires psychological safety, resources for self-directed learning, and visible senior leadership support and participation in development initiatives.

Maintain adaptability to change

Design flexible leadership development programs that are responsive to changing business needs and external factors. Next, regularly review and update program content to reflect current leadership challenges, emerging trends, and shifts in organizational strategy.

Integrate technology

Leverage digital tools and platforms to enhance leadership development training. This could include virtual workshops, e-learning modules, mobile learning apps, or AI-powered coaching tools. Technology can increase accessibility, facilitate personalized learning paths, and encourage continuous engagement with leadership development goals.

Emphasize experiential learning

Incorporate hands-on, real-world experiences into leadership development programs, then supplement them with structured reflection sessions. This allows leaders to derive meaningful insights from their challenges and successes. The goal is to bridge the gap between theory and practice, accelerate skill development, and prepare leaders for future roles.

Establish peer-to-peer learning networks

Make it easier for peers to learn from and support one another throughout their development journey. Irrespective of the leadership development method, establish peer coaching circles that allow small groups of leaders to meet regularly to discuss challenges, share insights, and provide mutual support.

“Your leaders are an extension of your company’s values, so developing them and ensuring they have the tools, resources, and capabilities to lead effectively are essential and too risky to get wrong. Being a leader also comes with personal responsibility and accountability, and it’s important your leaders are aware of the shadow they cast on their teams. You must work to ensure they are creating a positive legacy.”

Michelle Fields, VP of People, AIHR

To sum up

Organizations that adopt a dynamic approach to reskilling and redeploying talent see a significantly higher application rate of newly learned skills, with employees using about 75% of their new skills. This approach involves collaboration among all impacted stakeholders to identify changing skill requirements, and to develop different skills wherever necessary.

Leadership development is not just a training opportunity—it helps organizations stay competitive and foster sustainable growth. By establishing and implementing effective leadership development programs, you can help leaders develop the necessary skills to drive success for both themselves and the organization.

The post 5 Leadership Development Types For Training Leaders (Plus HR Best Practices) appeared first on AIHR.

HR can facilitate employees’ continuous learning by helping them identify and set goals, create structured professional development plans, and seek out feedback and mentorship. Standardizing this process with a template helps everyone understand what’s expected and can work together to achieve common goals.

Let’s dive into everything you need to know about professional development plans.

Contents
What is a professional development plan?
Benefits of professional development plans
Types of professional development plans for employees
What does a professional development plan template look like?
Professional development plan templates & examples
How to create a professional development plan
How to implement professional development plans across the organization
FAQ

What is a professional development plan?

A professional development plan (PDP) is a strategic tool used to guide employees in their career growth within an organization. It outlines clear, actionable steps for skill development and goal achievement, helping employees progress in a way that aligns both with their personal career goals and the company’s objectives.

In essence, a PDP acts like a roadmap: it helps identify an employee’s current skills, areas for improvement, and specific goals. From there, it details the steps and resources needed—such as training programs, mentorship, or practical experience—to support that growth.

For instance, a custom professional development plan for a Business Development Manager could focus on refining various skills and acquiring new knowledge to increase business opportunities and revenue. This individual might aim to enhance negotiation, networking, sales, and presentation skills by attending specialized workshops, conducting regular market research, and participating in relevant training programs over the next six months to a year. Measurable goals might include acquiring new clients, identifying new business opportunities, and increasing client acquisition rates. 

To execute the plan, the manager would need organizational support in terms of time and financial resources and would periodically review and adjust the plan with their supervisor to align with individual career aspirations and the company’s strategic objectives. Following their PDP helps them to move forward, and just like following their travel plan, it helps them reach their destination.

Benefits of professional development plans

Implementing professional development plans benefits both employees and organizations. These plans not only foster career growth but also boost overall employee performance, engagement, and retention. Let’s take a closer look.

• Career growth: PDPs provide employees with clear paths to develop their skills and progress in their careers. This clarity motivates individuals to take ownership of their development and work towards long-term goals.
• Improved performance: Employees can strengthen job-related skills in a structured way, leading to better overall performance. As employees become more capable, their productivity and ability to contribute to the organization increase.
• Employee engagement: When employees feel their growth is valued and prioritized, they are more likely to remain actively involved in their work.
• Retention: Investing in employee growth builds loyalty and long-term commitment to the organization. A strong focus on development can help employees feel more secure and appreciated, lowering the risk of them seeking opportunities elsewhere.
• Alignment with company values: Structured professional development plans ensure that development efforts are in line with organizational goals and culture. Employees understand how their growth contributes to the company’s broader mission, which builds a sense of purpose and connection to the organization.

Types of professional development plans for employees

Various types of PDPs address different needs and goals within your organization. Each type has its nuances, focusing on professional growth and development areas. Here is a selection of some types of PDP plans.

Onboarding professional development plan

An onboarding PDP is designed to support new hires as they settle into their roles and the company culture. It often includes a 30-60-90-day plan that helps employees understand their responsibilities and develop the core skills and knowledge they need to succeed.

This plan lays the groundwork for their long-term growth within the organization, ensuring they get up to speed quickly and feel confident in their new position.

Leadership development plan

This plan is designed for individuals in leadership roles or those aspiring to be leaders. It focuses on developing leadership skills such as strategic thinking, people management, and decision-making. Crucial for preparing employees to take on more significant responsibilities, the leadership PDP allows the organization to nurture leaders to drive its mission and goals.

Succession planning professional development plan

A succession planning PDP focuses on preparing employees to step into key business leadership roles in the future. This type of plan is designed to develop high-potential employees, equipping them with the necessary skills and experience to fill critical positions when current leaders move on. By investing in leadership development early, organizations ensure continuity in business operations and prevent potential gaps in leadership.

Performance improvement plan

When employees are not meeting expected performance standards, a performance improvement plan (PIP) is used to help them improve. It outlines specific areas for improvement, sets achievable goals, and provides support and resources to help employees meet those goals. Ultimately, the PIP should lay out a clear path to enhancing their performance.

Technical professional development plan

This type of professional development plan is tailored for employees needing to acquire or enhance specific technical skills related to their jobs, such as IT skills, data analysis, or machine operation. It’s essential for roles where technical proficiency directly impacts job performance and the organization’s success.

What does a professional development plan template look like?

A PDP template provides a standardized and structured framework that gives HR consistency and clarity in managing employee growth and learning while also saving time and resources. It simplifies the process of aligning employee developmental goals with key organizational objectives. It also helps to identify needs and customize PDPs for each individual, and clear, measurable outcomes can be set and tracked. 

A professional development plan (PDP) consists of several essential components that facilitate effective professional growth:

1. Professional goals

Professional goals are the heart of a PDP, as they set the direction and purpose of the entire plan. They are the driving force, dictating what skills need to be learned, what competencies need to be acquired, and what milestones have to be achieved to progress. 

They ensure that every learning opportunity, every skill acquired, and every task accomplished is leading towards desired career advancements and personal development. For instance, an employee might aspire to lead a team, gain expertise in a specific technology, or achieve a higher role within the organization, such as moving from a managerial to a directorial role.

Without clear goals, the journey of professional development can become unfocused and ineffective, diminishing the value and impact of the PDP.

2. Self-assessment

This requires individuals to reflect on their strengths and areas of improvement. For example, a person might realize they are excellent in analytical thinking but need to strengthen their communication skills. This assessment is critical for identifying the areas that require development and setting realistic and relevant goals.

Employees can create more realistic, relevant, and attainable professional goals by reflecting on their abilities, behaviors, and desires. Self-awareness and responsibility empower people to take ownership of their professional growth and to align their development efforts more closely with their career aspirations and the organization’s needs, ensuring a more harmonious and productive development journey.

3. Skill development

Identification of specific skills or knowledge areas to develop is crucial. A skills gap analysis allows for the creation of a tailored and effective PDP, ensuring that learning and development efforts are strategically directed towards acquiring the necessary knowledge and competencies.

By addressing these identified gaps, individuals can enhance their performance, contribute more effectively to organizational goals, and navigate their career paths more strategically, avoiding wasted time on irrelevant learning activities.

4. Performance goals

Setting SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals is crucial because it provides clear, focused, and measurable objectives that guide an individual’s professional growth and learning journey. For instance, an employee in sales might set a goal to increase sales by 15% in the next quarter through enhanced customer engagement strategies.

Creating a transparent and structured pathway that aligns employee aspirations with organizational objectives enables them to contribute more effectively to the organization’s success. Establishing performance goals within a PDP facilitates ongoing assessment and feedback and allows for a sense of accomplishment and motivation – when employees can clearly see their progress and development, they experience overall job satisfaction. The result is greater productivity.

5. Expected outcomes and KPIs

Expected results and key performance indicators (KPIs) provide clear benchmarks for success, enabling individuals to measure their progress accurately and objectively. Outcomes are the tangible results they hope to achieve, giving a clear direction to their efforts. Meanwhile, KPIs serve as quantifiable measures that help them track their advancement towards these outcomes, offering insights into areas of improvement and success.

Together, they create a framework for accountability and continuous improvement, allowing employees to adjust their efforts and strategies based on real, measurable data, ensuring that the development plan remains relevant and aligned with both personal and organizational goals. This alignment helps maintain focus and motivation, as individuals can see the impact of their development efforts. A sense of accomplishment propels further learning and growth.

6. An action plan

An action plan outlines the steps to be taken to achieve the set goals. This could involve attending training sessions, undertaking additional responsibilities, or seeking mentorship. For example, an employee aiming to improve project management skills might plan to attend related workshops and actively participate in project planning sessions.

7. Feedback and evaluation

Regular feedback and evaluation are vital for assessing the progress of the PDP and making any necessary adjustments. It can involve discussions between the employee and the manager to review progress, address challenges, and refine goals and strategies as needed.

Professional development plan templates & examples

Individual professional development plan template

An individual PDP is a strategic document designed to help individuals identify and achieve their professional goals. The focus is on tailoring development to the individual’s needs and aspirations and taking a personalized approach to their progress within the organization.

It includes components like self-assessment, skill development, SMART goals, action plans, and regular evaluations to help employees grow in their careers.

The professional development plan template in Word below is ready to use and can also serve as a great starting point for creating a customized template for your organization.

Benefits

• Encourages continuous learning and skill development
• Aligns individual goals with organizational objectives
• Increases employee engagement and job satisfaction
• Enhances employee performance and productivity
• Helps in retaining top talent by fostering a growth-oriented environment.

30-60-90 day plan template

The 30-60-90-day plan is used during the onboarding process of new employees. It breaks down the first 90 days of employment into three segments, each with distinct objectives and tasks. It’s designed to help new hires understand their roles, responsibilities, and the company culture, allowing them to integrate smoothly into the organization.

Benefits

• Accelerated learning curve for new employees
• Clear expectations and goals from day one
• Enhanced productivity and performance from the outset
• Identifies potential issues and challenges early
• Enables a sense of accomplishment and job satisfaction.

Performance improvement plan (PIP) template

A performance improvement plan template (PIP) outlines specific areas where an employee needs to improve their performance. It consists of clear expectations, measurable goals, and a timeline for achieving them, providing support and resources to help employees meet those goals.

Benefits

• Offers structured support to underperforming employees
• Clarifies expectations and provides clear, attainable goals
• Encourages open communication between employees and management
• Identifies and addresses performance issues proactively
•  Can lead to improved employee performance and productivity.

Leadership development plan template

This plan is focused on developing the skills and knowledge necessary for leadership roles. It’s tailored for current leaders and potential future leaders, emphasizing strategic thinking, people management, decision-making, and other leadership competencies.

Benefits

• Prepares employees for leadership roles, ensuring organizational continuity
• Enhances leadership skills, fostering better team management and decision-making
• Contributes to organizational success by developing effective leaders
• Strengthens the leadership pipeline, reducing the risks associated with leadership gaps
• Improves employee morale and organizational culture through effective leadership.

How to create a professional development plan

Creating an effective PDP requires a structured approach that aligns employee goals with organizational needs. Below are key steps to help HR professionals and managers create impactful PDPs for employees:

• Ask the right questions: Start by having a conversation with the employee about their career aspirations. Questions like “Where do you see yourself in the next 1-3 years?” and “What skills do you feel you need to develop?” can help uncover their development priorities and personal goals.
• Encourage self-reflection: Assist the employee in reflecting on their current strengths, areas for improvement, and job performance. A self-assessment helps employees take ownership of their development and provides a clear starting point for the plan.
• Analyze development needs: Work with the employee to pinpoint the key skills and knowledge areas that need improvement in order to achieve their career goals. Use tools like performance appraisals, peer feedback, and assessments to highlight specific competencies that require attention and growth.
• Utilize a template: Implement a structured professional development template with key features like goals, required skills, actions, timelines, and evaluation checkpoints. A consistent template ensures that all development plans are comprehensive and easy to follow.
• Set SMART goals: Collaborate with the employee to define specific, measurable, achievable, relevant, and time-bound (SMART) goals. These goals should align with both the employee’s personal aspirations and the organization’s objectives.
• Develop an action plan: Break down each goal into actionable steps. For example, if the goal is to improve leadership skills, the action plan could include attending a leadership course, shadowing a senior leader, or taking on a leading role in a team project.
• Tailor the plan: Customize the PDP to reflect the employee’s role, career stage, and future ambitions. No two development plans should look the same; each plan should address the unique needs and opportunities of the individual.
• Leverage learning resources: Recommend relevant resources such as online courses, workshops, mentorship programs, and networking opportunities that will help employees acquire the skills needed to reach their goals.
• Set timelines: Establish realistic deadlines for completing each step of the development plan. Timelines help employees stay on track and create a sense of urgency for achieving their goals.
• Regular reviews and adjustments: Schedule periodic check-ins with the employee to review progress, celebrate milestones, and adjust the plan as needed. Development is an ongoing process, and plans may need to be updated as goals evolve.

How to implement professional development plans across the organization 

By supporting managers and providing resources and assistance, HR plays a pivotal role in facilitating the implementation of professional development plans.

Here’s a step-by-step guide for HR professionals to implement PDPs across an organization:

1. Gain leadership buy-in: Secure support and commitment from top management to implement PDPs, emphasizing benefits such as improved employee performance, satisfaction, and retention.
2. Develop a framework: Create a structured and adaptable framework for PDPs, considering various roles and departments, that managers can utilize to develop individual plans.
3. Train managers: Provide training to managers on developing and implementing PDPs, including setting goals, identifying skill gaps, and providing constructive feedback.
4. Communicate the initiative: Clearly communicate PDPs’ objectives, process, and benefits to all employees, emphasizing the organization’s commitment to employee growth and development.
5. Identify goals and skill gaps: Assist managers in identifying professional goals and performing skills gap analyses for their team members to pinpoint areas of development. This can be based, for example, on the organization’s or department’s competency model.
6. Create individual plans: Support managers in developing personalized PDPs for each employee based on their goals, skills, roles, and career aspirations.
7. Provide resources and opportunities: Offer learning and development resources like workshops, training programs, e-learning platforms, and mentorship opportunities to help employees achieve their goals.
8. Monitor progress: Encourage regular check-ins between managers and employees to discuss progress, address challenges, and adjust plans as needed.
9. Evaluate and adjust: Help managers assess the effectiveness of PDPs through KPIs and employee feedback, making necessary adjustments to the plans and overall approach.
10. Recognize and reward: Advocate for acknowledgment and rewards for employees who achieve their development goals to reinforce a positive culture of learning and development.
11. Collect feedback: Gather feedback from managers and employees on the PDP process to identify areas for improvement and make continuous enhancements.
12. Continuous improvement: Regularly review and refine the PDP framework, implementation process, and resources based on feedback and changing organizational needs.

To sum up

A professional development plan (PDP) template is a standardized and structured framework that ensures consistency and clarity in managing employee growth and learning and aligns individual developmental goals with organizational objectives, paving the way for mutual success. By streamlining the developmental process, a template makes it easy for HR to identify and customize PDPs that meet each employee’s needs and aspirations, saving time and resources too.

The template facilitates the setting and tracking of clear, measurable outcomes, enhancing employee engagement, motivation, and satisfaction by demonstrating a commitment to employee development. A transparent and equitable development process contributes to organizational harmony and productivity.

FAQ

The post Professional Development Plan Template and Guide [2025 Edition] appeared first on AIHR.

70% of employees say effective learning makes them feel more connected to their organization, and 80% agree that it adds purpose to their work. As an HR professional, you can use training evaluation forms to ensure your organization is delivering the right training to the right people.

Contents
What is a training evaluation form?
The 5 levels of training evaluation
What to include in a training evaluation form
Step-by-step checklist: Creating a training evaluation form
How to analyze the evaluation form data
Free employee training evaluation form
9 HR best practices for training evaluation

What is a training evaluation form?

A training evaluation form (also known as a training effectiveness evaluation form or employee training evaluation form) is an important tool HR professionals use to assess the quality, impact, and outcomes of training programs.

It is a structured document that typically contains a series of questions designed to gather feedback from participants about various aspects of the training they’ve received. These include content relevance, instructor performance, learning outcomes, and overall satisfaction.

This feedback loop gives you the information you need to help managers and trainers refine future training programs and ensure alignment with organizational goals. It also means you can clearly and concisely demonstrate the value of learning initiatives to stakeholders.

The 5 levels of training evaluation

AIHR recommends using the Phillips V-model — also known as the Phillips ROI model — a framework designed to evaluate the return on investment (ROI) of training and development programs.

Developed by Dr Jack Phillips, this model expands on Kirkpatrick’s Four-Level Training Evaluation Model by adding a fifth level focused on ROI. The model is structured to assess training effectiveness through five levels: reaction, learning, application and implementation, business impact, and ROI.

Let’s take a look at each step in more detail:

Level 1: Reaction 

The model starts by evaluating participants’ experiences with the training program they’ve completed, typically via a post-training survey.

However, you can use alternatives like pulse surveys), AI technology to gauge emotional reactions, suggestion boxes, and review sites to avoid survey fatigue among employees. This step is essential for gathering data for further evaluation.

Level 2: Learning

This level assesses whether learning has occurred by measuring whether the training program’s objectives have been achieved and the extent of participation and attentiveness. A typical approach is to conduct pre- and post-tests.

For instance, say the training goal was to teach employees a new project management methodology like Agile. This step would test learners’ understanding of Agile principles before and after the training to evaluate the learning outcomes.

Level 3: Application and implementation

The purpose of this stage is to determine whether any issues arise from the application or implementation of learning. For example, if level two data reveals that the training was unsuccessful, level three helps identify the reason for the lack of application or implementation.

For instance, employees could have learned how to use a new data analysis software but are unable to apply it effectively because they lack access to real-time data. To resolve this issue, the organization might need to invest in better data infrastructure.

Level 4: Impact

The fourth level examines the training’s overall impact on the organization. It attributes changes to the training’s effectiveness while also considering organizational and external factors that might affect the successful implementation of acquired skills.

For instance, a training program aimed at enhancing supply chain management skills may show that employees understand the concepts. However, if external supply chain disruptions (like global shipping delays) hinder their ability to apply these skills, the impact assessment would consider these external factors.

Level 5: ROI

This final level measures the training’s ROI. Although directly linking training to business performance can be challenging, the model employs specific metrics and measures to do this. For example, a cost-benefit analysis can show if the training investment was worthwhile.

If $30,000 spent on leadership training improves team performance and generates an additional $300,000 in revenue, the company would consider it a good investment. However, it’s also crucial to consider other organizational and program-specific factors in this analysis.

What to include in a training evaluation form

Your training evaluation form’s usefulness depends on what you include in it. This strategic document can help you add value to your organization’s people, ways of working, and overall competitiveness. Here are the top 13 areas to focus on:

1. Objectives and goals

Clearly state the training session’s objectives and goals. This sets the context for participants and helps them understand the purpose of the training. It also lets them measure if they believe the objectives were reached.

Do this

• Use specific, measurable language when stating objectives to make evaluation clearer and easier.

2. Training content

Include questions that assess the training materials’ relevance, clarity, and comprehensiveness. This helps you understand how well the content met the learning objectives.

Do this:

• Ask participants to rate content on a scale and to provide examples of particularly useful or unclear sections.

3. Trainer’s performance

Assess the trainer’s effectiveness in delivering the content, including their knowledge, communication skills, and engagement with participants.

Do this

• Include both rating scales and open-ended questions to capture nuanced feedback on the trainer’s performance.

4. Training environment

Evaluate the physical or virtual environment in which the training took place, including venue comfort, quality of materials, and technological effectiveness.

Do this

• For virtual training, include specific questions about the online platform’s usability and any technical issues participants may have encountered.

5. Participant engagement

Measure participants’ engagement and motivation levels during the training. This provides insights into the training’s ability to hold attention and encourage active participation.

Do this

• Ask participants to reflect on their own engagement levels and which factors influenced their participation.

6. Learning outcomes

Assess whether participants feel they’ve achieved the targeted learning outcomes through self-assessment questions or quizzes.

Do this

• Include a mix of subjective (e.g., “How confident do you feel about applying this skill?”) and objective (e.g., a short quiz on key concepts) questions.

7. Overall satisfaction

Gauge participants’ overall satisfaction with the training experience.

Do this

• Use a simple rating scale (e.g., 1-10) for quick quantitative feedback, followed by an open-ended question asking why they gave that rating.

8. Open-ended feedback

Give participants opportunities to share additional thoughts, suggestions, or concerns not covered by structured questions.

Do this

• Encourage specific, actionable feedback by asking questions like, “What one thing would you change to improve this training?”

9. Relevance to job role

Ask participants how relevant the training content is to their current job responsibilities and future career goals.

Do this

• Include a question about how soon and in what ways they expect to apply what they’ve learned to their jobs.

10. Pre- and post-training self-assessment

Include questions that allow participants to rate their knowledge or skill level before and after the training.

Do this

• Use consistent rating scales for both assessments to easily measure perceived improvement.

11. Preferred learning methods

Gather information on which training methods (e.g., lectures, group discussions, hands-on exercises) participants found most effective.

Do this

• Encourage participants to explain what they found useful and not useful in each training method.

12. Follow-up support

Ask participants what kind of post-training support would best help them apply their new knowledge or skills.

Do this

• Offer options like mentoring, follow-up sessions, or online resources for participants to choose from.

13. Organizational impact

Include questions about how participants expect the training to impact their team or the broader organization.

Do this

• Frame this in terms of specific organizational goals or KPIs to help link training outcomes to business objectives.

How to analyze the evaluation form data

Once you’ve designed, piloted, refined, and begun using your form, it’s time to start analyzing your data. Remember, data is only as good as how you use it.

Analyze quantitative and qualitative data

1. Start with quantitative data analysis: Calculate averages, percentages, and response distribution for closed-ended and Likert scale questions. This will give you a quick overview of overall satisfaction and performance metrics. Use data visualization tools like charts and graphs to represent this information visually and make it easier to spot trends and outliers at a glance.
2. Focus on your qualitative data analysis: Carefully read all open-ended responses, look for common themes, and categorize them accordingly. Use coding techniques to tag responses with relevant keywords or themes to help quantify qualitative data. Consider using text analysis software for larger datasets to identify frequently used words or phrases and emerging themes.
3. Identify patterns and trends by cross-referencing different data points: For example, compare satisfaction levels across different departments or job roles or look for correlations between trainer ratings and overall course satisfaction. This can help pinpoint areas of success or concern that may be specific to certain groups or training aspects.

Go beyond the training evaluation form

You shouldn’t only focus on the current employee training evaluation form. Rather, conduct a longitudinal analysis by comparing data from multiple training sessions over time. This can help you track improvements, identify persistent issues, and measure the impact of any changes you’ve implemented based on previous feedback.

This is a crucial step in demonstrating the continuous improvement of your organization’s training programs. It’s also a great opportunity to work closely with the learning and development team to build stronger relationships across the business.

Once you have enough data points, compare your results against industry standards or your organization’s historical data. This can help you set realistic goals for improvement and identify areas where your training programs excel or fall short.

Act on your analyses 

Finally, don’t just analyze—synthesize and act. Combine insights from both quantitative and qualitative data to create a comprehensive picture of your organization’s training effectiveness. Based on your analysis, develop clear, actionable recommendations for improvement and create a plan to implement these improvements.

Remember to communicate the results and planned actions to relevant stakeholders. This will demonstrate the value of the evaluation process and your commitment to enhancing the organization’s L&D initiatives.

Free employee training evaluation form

9 HR best practices for training evaluation

Ready to get started? Keep these best practices for HR professionals top of mind when implementing training evaluation forms.

1. Provide clear instructions at the top of the form

Explain the purpose of the feedback, how it will be used, and the importance of honest responses. Use simple, straightforward language and include examples of how to complete different question types.

This clarity helps ensure participants understand what to do and increases your chances of receiving thoughtful, accurate responses.

2. Get your timing right

For immediate reactions and learning assessments, distribute the form at the end of the training session while the experience is still fresh in participants’ minds.

Conduct follow-up evaluations after several weeks or months to assess behavioral change and long-term impact. This allows participants time to apply what they’ve learned and provide more meaningful feedback on the training’s practical benefits.

3. Ensure anonymity

Clearly communicate to participants that you’ll keep their responses confidential and use them only in aggregate form. If collecting demographic information, explain why it’s necessary and how you’ll use it.

Consider using online survey tools that automatically anonymize responses. This practice encourages participants to share their honest opinions without fear of repercussion.

4. Follow up on feedback

After analyzing the evaluation data, share a summary of key findings with participants and stakeholders. Explain the actions you’ll take based on the feedback you receive to show you value their input and are committed to continuous improvement. This will also encourage participation in future evaluations.

5. Regularly review and update the forms

As training programs evolve in line with changing organizational and employee needs, your evaluation methods should shift accordingly. Solicit feedback from trainers, participants, and stakeholders about the evaluation process.

Which questions consistently provide valuable insights? Which areas lack relevant information? Use this meta-feedback to refine your forms.

6. Tailor your evaluation forms for each program

While having a standard template is efficient, consider customizing sections of the form to address unique aspects of different training programs. For technical training, include more specific questions about skill acquisition. For leadership development programs, focus more on behavioral changes and application scenarios.

7. Include quantitative and qualitative questions

While numerical ratings provide easy-to-analyze data, open-ended questions often yield rich insights that can drive meaningful improvements. Strike a balance that allows for efficient data collection and analysis while capturing nuanced feedback.

8. Use technology to streamline the process

Digital forms can make data collection and analysis more efficient. They can also enable features like branching logic, where follow-up questions appear based on previous responses. This can help you gather more detailed information without making the form overly long or complex.

9. View the evaluation process as part of a larger learning ecosystem

Connect the dots between training objectives, evaluation results, and organizational outcomes. Use the insights evaluations offer to inform future training design, demonstrate the ROI of learning initiatives, and align L&D efforts with broader business goals.

This holistic approach ensures your training evaluation forms are not just a post-training formality but a valuable tool for driving organizational success.

To sum up

Employee training evaluation forms aid in measuring training effectiveness, improving employee retention, and ensuring alignment with organizational objectives. They provide valuable insights that allow HR professionals to refine training initiatives and demonstrate their value to stakeholders.

A successful training evaluation form should include questions about training objectives, content relevance, trainer performance, learning outcomes, participant engagement, and potential organizational impact. It should also use a mix of question types (open-ended, closed-ended, Likert scale, and multiple-choice) to gather comprehensive feedback.

Proper evaluation data analysis is crucial for deriving meaningful insights. HR professionals should use these insights to make improvements, communicate findings to stakeholders, and demonstrate the ROI of training initiatives. Regular reviews and updates of the evaluation process can ensure its continued relevance and effectiveness.

The post The Ultimate Guide To Creating and Using a Training Evaluation Form (+ Template) appeared first on AIHR.

Using various models to demonstrate impact, L&D professionals argue for the benefits of robust learning programs for return on investment, talent succession, and employee engagement. However, the challenge often lies in adopting the best-fit corporate learning strategy that aligns with the organization’s needs.

This article evaluates five corporate learning strategies, how to determine which strategy is most suitable for the organization, and the critical metrics for assessing success.

Contents
What are corporate learning strategies?
5 corporate learning strategies and their value
– Strategy 1: Ad-hoc learning programs to build specific skills
– Strategy 2: Structured learning programs focused on specific competencies
– Strategy 3: Structured capability building
– Strategy 4: Learning academies to build organizational capabilities
– Strategy 5: Formalized corporate universities building longer-term strategic capacity

What are corporate learning strategies?

Corporate learning strategies encompass the methods organizations adopt to deliver business value through structured learning initiatives. These strategies are anchored in specific objectives, from developing particular skills and preparing leadership talent to ensuring compliance with legislative requirements.

A common misconception is equating the mode of learning with the strategy itself. The mode refers to the channel through which learning occurs, such as online self-paced courses, facilitated sessions, asynchronous education, or virtual classes. Similarly, corporate learning strategies are often mistaken for singular events or interventions. Rather, they are a collection of targeted learning activities designed to achieve specific objectives for distinct audiences.

An effective corporate learning strategy should clearly articulate the following:

1. Goal of the learning strategy: Define the challenge or business need the strategy aims to address.
2. Objectives: Specify what learners should be able to accomplish after completing the learning program.
3. Target audience: Identify the various groups that will be the focus of the strategy.
4. Content: Detail the material to be delivered and its alignment with the defined goals and objectives.
5. Mode or channel: Determine which learning channels will be utilized, such as online courses, workshops, or blended learning approaches.
6. Measurement: Outline how the strategy’s success will be measured, including specific success criteria and key performance indicators (KPIs).
7. Knowledge management: Describe how learning content will be managed and updated to ensure ongoing relevance.
8. Pricing and affordability: Estimate the financial investments required for the strategy and identify potential funding sources.
9. Vendors and partners: Specify whether collaboration with external vendors or partners is necessary for technology, content development, or training delivery

Depending on the identified needs, organizations can choose to adopt different corporate learning strategy approaches, dictating how learning is designed, structured, and measured.

Corporate learning strategies are an integral part of organizational learning, which is the process of building and transmitting knowledge within your business to enable continuous growth and improvement.

5 corporate learning strategies and their value

Corporate learning strategies come in various forms, each tailored to meet the specific needs and goals of the organization. Companies might use a combination of these strategies.

The strategies can be plotted along two axes, highlighting the level of investment required for them to be successful and the amount of time before they generate value. The size of the circles also indicates the level of effort and resources needed to successfully operationalize them. 

Understanding these different options allows you to design and implement a corporate learning strategy that will best help you achieve your goals.

Strategy 1: Ad-hoc learning programs to build specific skills

This strategy refers to short-term, targeted training sessions that address immediate skills gaps. It is utilized when there is a specific need to build a particular skill set within the organization or to address a skills gap that has been identified.

From a measurement perspective, organizations can conduct pre- and post-skill assessments to evaluate skill improvements and gauge short-term performance improvements in tasks related to these skills.

Strategy 2: Structured learning programs focused on specific competencies

This strategy involves structured programs and interventions designed to develop specific knowledge, experiences, and skills over a defined period. Emphasizing a comprehensive approach to learning, it integrates multiple interventions to ensure thorough competency development. 

A structured learning journey strategy is applicable when a clear competency needs to be developed within a target audience, mainly when the competency is critical to job performance and cannot be effectively addressed through a single training session. Similarly, it’s also often seen in graduate programs or leadership with a key focus on workplace skills for a target group.

Key characteristics include a defined learning path, which provides a structured roadmap outlining the progression of learning activities over time, and multiple interventions utilizing various learning methods. Examples of these are workshops, e-learning modules, mentoring, and hands-on practice to reinforce learning. 

Importantly, this strategy is very targeted and primarily focuses on building two or three competencies for a specific audience. A structured learning journey strategy is more suitable if more complex audiences and competencies exist.

Organizations can measure performance through long-term evaluation of the applied competency in terms of its relationship to job performance.

Strategy 3: Structured capability building 

In this strategy, the organization adopts a more structured approach to creating learning paths that develop core capabilities aligned with the organization’s mission and vision. These learning journeys are focused on a combination of different target audiences, all having to develop a series of competencies over time to be successful.

For the structured capability-building strategy to be effective, it must be based on a robust and relevant competency model that guides the expected skills, knowledge, and experiences across various proficiency levels. In this approach, multiple learning journeys exist, and various learning modes are adopted to cater to different learning needs.

Measurement happens iteratively and will evaluate factors related to applying these competencies to the working environment, building capacity within the talent pool for future opportunities, the health of succession pipelines, and the successful ability to innovate and execute organizational strategy.

Strategy 4: Learning academies to build organizational capabilities

Another effective strategy is establishing targeted learning academies focused on a specific capability or functional domains. Organizations often create these academies to accelerate the development of functional excellence and foster a unified philosophy and implementation approach.

For instance, a company might set up a Sales Academy to expedite the growth of its salesforce, integrating various tailored strategies specifically designed for the sales team. These academies typically blend content from multiple vendors, incorporating in-house developed materials and external providers to bring industry expertise. 

Companies implementing an academy strategy generally organize their academies by function, usually maintaining three or four independent functional academy domains. This approach allows each academy to operate autonomously, optimizing the development and performance of each functional area.

Academies are tracked through a variety of metrics, ranging from operational training measures like cost and adoption to tactical metrics related to the application of learning, such as whether the sales workforce is more productive and has a higher success rate, and strategic measures, evaluating whether sales have increased and led to more sustainable business performance.

Strategy 5: Formalized corporate universities building longer-term strategic capacity

The last strategy refers to a formalized corporate university spanning a collection of multiple academies and formalized training programs. Corporate universities aim to provide continued education for the workforce, aligned to organizational capabilities, while also considering the development of various career paths through a variety of learning curriculums and options.

Corporate universities are tightly coupled with a talent management strategy and a core focus on skills development and workforce planning. They are usually a blend of business schools, vendors, and in-house development. Corporate universities are significant-scale investments and, depending on the training modes, could often include physical infrastructure and learning centers where “cohorts” attend specific study schools and breakaways. 

We talked about corporate universities and their role in organizational success with Debra Bradford, HR, leadership, & OD consultant. Watch the full interview below:

Taking action

Learning and development should be a core component of any business strategy. However, organizations must ensure they select a corporate learning strategy that aligns with the needs of their business and workforce. Here’s how to start:

• Identify strategic objectives: Determine the specific objectives your organization aims to achieve through learning. This could include developing particular skills, preparing leadership talent, or ensuring compliance with legislative requirements.
• Analyze learning needs: Conduct a comprehensive assessment to understand the learning needs of different audiences within your organization. Use tools such as surveys, performance reviews, and skills gap analysis to gather relevant data.
• Determine budget and timelines: Establish a realistic budget and set clear timelines for your corporate learning strategy. Consider the costs of various learning modes, resources needed, and potential return on investment. Ensure the timelines are feasible and align with your strategic objectives.

A well-structured corporate learning strategy equips your workforce with the necessary skills and knowledge to meet evolving business challenges and drive overall organizational success.

The post 5 Corporate Learning Strategies To Drive Business Impact appeared first on AIHR.

This article will explore both training and development models in detail, including their key advantages and disadvantages, when to use which model, and best practices for HR professionals when using instructional design models.

Contents
What is the ADDIE model?
What is SAM?
Benefits and drawbacks of the ADDIE Model
Advantages and disadvantages of SAM
ADDIE vs. SAM: Key differences
ADDIE vs. SAM vs. Agile Models
When to use the ADDIE Model
When to use SAM
Using instructional design models: Best practices for HR professionals

What is the ADDIE model?

The ADDIE model is a systematic instructional design framework consisting of five consecutive phases:

• Analysis phase: Discovering what training or learning your team needs.
• Design phase: Defining learning objectives based on your findings.
• Development phase: Developing appropriate learning modules.
• Implementation phase: Rolling out your training initiative and giving employees access to the learning modules.
• Evaluation phase: Measuring the skills and knowledge employees have gained and collecting feedback from them.

Florida State University (FSU) developed the ADDIE training model in 1975 for military purposes, which is why it’s built on a precise and cumulative approach. ADDIE is sometimes known as a “waterfall” design method because each step builds on the previous one, meaning each model phase must be carefully completed before moving on to the next.

For this reason, the ADDIE learning model suits methodical workers. It works well for structured, comprehensive projects that need a measurable model. However, unexpected changes to project goals can move you back to the analysis phase, and discovering mistakes later on can make it tricky to pivot due to a lack of flexibility.

The ADDIE model could also call for a significant investment of time and money because of the upfront analysis and planning.

What is SAM?

Dr. Michael Allen created SAM (Successive Approximation Model) as a quicker, more creative training model. It’s a rapid development model that opts for a continuous iterative approach throughout the development cycle rather than ADDIE’s linear, step-by-step approach. 

The SAM model consists of three main phases:

1. Prepare: Gather information.
2. Design: Design appropriate training based on the findings, make a prototype, and then review it (continuous process).
3. Develop: Develop, implement, and evaluate the training module (continuous process).

This agile model relies heavily on quick solutions, testing, and pivoting directions as you go. It suits employees or teams who think well on their feet, embrace change, and work on tight deadlines.

SAM is particularly useful for developing dynamic and engaging training programs, especially when building soft skills. However, the model requires continuous collaboration and communication, which can make it slow and unpredictable. Because of this, it cannot guarantee clear or consistent results.

Benefits and drawbacks of the ADDIE Model

Depending on the kind of project you’re involved in and how structured you want it to be, ADDIE has several benefits and drawbacks.

Benefits:

• A linear, sequential model
• Suitable for larger, long-term projects
• Focuses on producing a high-quality final product
• Aligns with learning objectives 
• Clear objectives, metrics, and parameters for success
• Suits learning with strict parameters (e.g., compliance).

Drawbacks:

• Unsuitable for smaller, short-term projects
• Requires more thorough upfront analysis and design 
• Fewer collaboration opportunities due to siloed tasks.

Advantages and disadvantages of SAM

Like ADDIE, SAM has its advantages (like greater flexibility and quick solutions) and disadvantages (such as final product quality and more required resources).

Advantages:

• Suitable for smaller, short-term projects
• Accommodates flexible and adaptable requirements
• Circular and iterative model
• Responsive to learner feedback
• Great for tight deadlines
• Offers solutions quickly
• Works for soft skill or self-care training that’s hard to measure
• The process can repeat until a perfect solution is found
• Suits an in-house collaborative environment.

Disadvantages:

• The quality of the final product is usually lower than it would be in the ADDIE model
• Requires more resources for continuous improvement throughout the process
• Learner feedback is harder to quantify compared to clear metrics
• Continually iterating but not seeing an ROI.

ADDIE vs. SAM: Key differences

In addition to the advantages and disadvantages of both ADDIE and SAM mentioned above, HR professionals should be aware of a few key differences between the two models.

Timeline

• ADDIE: Suited to a project with a longer deadline and lots of time to find the perfect solution. 
• SAM: Suited to short deadlines and situations where a solution is needed quickly. 

Objective

• ADDIE: Uses clear metrics and parameters, including ROI analysis, to determine effectiveness. 
• SAM: Relies on difficult-to-quantify learner feedback. 

Type of learning

• ADDIE: Best suited for training and development areas that have strict parameters, such as health and safety training or legal compliance.
• SAM: Effective for training that is hard to measure, including soft skills like communication and teamwork. 

Design trajectory

• ADDIE: Linear approach that involves choosing and developing one solution.
• SAM: Cyclical or iterative, meaning it entails testing multiple solutions quickly until it finds the most suitable one. 

Stakeholders

• ADDIE: Offers clear objectives and easily replicable results, making it suitable for vendors. However, there is also less opportunity for collaboration.
• SAM: Suitable for a collaborative environment where people can test and amend solutions to maximize their chances of success.

ADDIE vs. SAM vs. Agile Models

Let’s explore the differences between ADDIE, SAM, and Agile models.

HR tip

No matter which model you use, make sure you have enough time and a large enough budget to discuss the effectiveness of all parties involved and how to improve things.

When to use the ADDIE Model

The ADDIE model should be used:

• When you have a strict deadline
• For complex, long-term training programs
• When the aim is to produce a high-quality, “perfect” final product
• When conducting training with strict parameters
• For employees who learn best in a methodical, structured way.

When to use SAM

The SAM model should be used:

• For projects with a short deadline and quick turnaround time
• When you’re more confident in the development process
• For projects that will benefit from SME involvement
• In adaptive learning environments
• When conducting training that is hard to measure using metrics
• For employees who embrace change and like to think on their feet
• When you want regular feedback.

HR tip

SAM is particularly useful for updating courses, training programs, and other learning materials based on new feedback or policy changes.

Using instructional design models: Best practices for HR professionals

Here are some best practices HR professionals should apply when using instructional design models like ADDIE and SAM to develop and implement training programs.

1. Understand your needs

Understanding the specific needs of your organization and its employees is the first and most important step. This includes training complexity, objectives, timeline, and budget. 

For example, if your vision for the training program is set in stone, the ADDIE model will help you build a clearer, more comprehensive program. On the other hand, if your vision is more flexible, SAM will help you develop a dynamic program that is more responsive to feedback. 

2. Opt for the best of both models

In many cases, choosing one model and sticking with it is not the best approach, as both have their limitations. Many organizations opt for the best of both worlds by combining the strengths of both models.

For example, you might use ADDIE to build the initial curriculum for your training program, and SAM could then be used to design the best course that will engage your learners and help you fulfill your objectives. 

HR tip

Take a hybrid approach and switch between both models during different phases of your training development process.

3. Aim to move your project forward

If you decide to use the ADDIE model to develop and implement your training program but later realize you need to do more iteration, you can still return to the previous phases. However, remember to maintain thorough documentation of each phase (including modifications), reevaluate training objectives, and ensure learning objectives remain aligned with overall business goals.

As long as you observe the above tips, you can revisit the previous phases as often as you need—there are no hard and fast rules here. What’s most important is creating and delivering an effective training program that helps you achieve your goals.

To sum up

When it comes to weighing the pros and cons of ADDIE vs. SAM, neither model is inherently better or worse. Your choice should depend on your organization’s objectives and employees’ needs. Use the guidance in this article to make an informed decision, and don’t be afraid to pivot along the way based on your findings.

The post ADDIE vs. SAM: Key Differences To Master Training & Development appeared first on AIHR.