Employee development is a crucial aspect of attracting and retaining talent in today’s competitive job market. Companies that invest in their employees’ growth and provide opportunities for training and development are more likely to experience higher employee retention and engagement rates. While HR and training teams play a significant role in designing and implementing these programs, managers also have a unique position to drive employee development within their teams. In this article, we will explore the importance of involving managers in employee development and discuss five effective steps to empower managers in training and developing their team members.
Research has consistently shown that investing in employee development leads to higher retention and engagement rates. According to a 2019 LinkedIn study, 94% of employees stated that they would stay with their employer if it invested in their development. This finding highlights the strong correlation between employee development and job satisfaction. Companies that prioritize employee training and provide opportunities for growth are more likely to create a positive work environment that fosters loyalty and commitment.
The rise of remote work has presented new challenges in engaging employees in training and development programs. According to the Training Magazine’s 2021 Training Industry Report, one of the biggest challenges reported by respondents was “getting people engaged in remote training.” Without the traditional in-person interactions, it can be more challenging to create a sense of connection and engagement in virtual learning environments.
Managers play a pivotal role in driving employee development and engagement. A Gallup survey found that at least 70% of the variance in team engagement is explained by the quality of the manager or team leader. Despite this, many managers express a dim view of the effectiveness of their Learning and Development (L&D) function. To harness the potential of managers in employee development, companies should ensure that managers are actively involved in training and development initiatives.
To create a more active role for managers in training and developing employees, companies can follow these five simple yet effective steps:
Step 1: Let Managers Identify Training Needs
Managers have a keen sense of the skills their team members need to build. Research shows that managers are more likely to initiate training than HR or training professionals. To tap into this insight, companies should establish a process to discover and quantify training needs directly from managers. This could involve regular surveys supplemented by in-depth discussions with a selected group of managers who can provide feedback and guidance on training initiatives.
For example, Ørsted, a global green energy company, adopted this approach by launching a training program called “Power Your Career.” To design an effective program, the company conducted in-depth interviews with managers across multiple levels, followed by focus groups. The insights gathered from managers helped shape the program, addressing specific issues that managers identified as hindrances to employee development.
Step 2: Create Targets and Structure for Learning
Encouraging busy and overworked team members to engage in learning can be challenging for managers. One solution is to provide designated space and time for learning, giving managers cover when encouraging their team members to participate. Setting clear targets and creating a structured learning environment can enhance motivation and accountability.
Novartis, a pharmaceutical company, aspires to provide 100 hours per year for learning. Coupled with vocal support from the CEO, the company has seen employees spend more time on learning per year compared to the previous period. Having the support of senior leadership and quantified aspirations makes it easier for managers to encourage their team members to participate.
Step 3: Give Managers a Specific Role in Training Initiatives
To increase participation in training programs, companies should create explicit roles for managers. Managers have more visibility and control over employees’ priorities compared to HR or L&D teams. By leveraging this authority, training programs can achieve greater engagement.
Carrefour, a French retail giant, gives managers a key role in its internal “Carrefour University.” Managers directly inform their team members about training sessions and are aware of the development goals associated with each session. This direct communication facilitates the integration of new skills acquired in the job. Line managers also encourage participants to share their learnings with others, fostering a culture of continuous learning and development.
Step 4: Help Managers Apply Training Concepts
Another critical role for managers is to help team members apply what they learn in training. Managers can provide guidance and support to ensure that new knowledge and skills are effectively applied in the workplace. This involvement bridges the gap between training and practical application, maximizing the impact of learning initiatives.
Aegon, a financial services company, incorporates this approach in its “Analytics for Leaders” program. Managers play an active role in the program and are responsible for approving and “owning” concrete ideas for using analytics in various parts of the business. Follow-up assessments with managers ensure that the ideas are implemented, and any obstacles are addressed promptly. This iterative process ensures that training translates into tangible actions.
Step 5: Collect Feedback from Managers
While most training initiatives collect feedback from participants, it is equally important to gather feedback from managers. Their perspective provides valuable insights into the impact of training on team members’ performance and development. Feedback from managers can help identify areas for improvement and address any barriers to effective application of training concepts.
AstraZeneca, a global pharmaceutical and biotechnology company, incorporates feedback from managers in its talent development and retention strategy. In their “Leader as Coach” program, participants are assessed by both the people they manage and their own managers. This multi-dimensional assessment provides a holistic view of the program’s impact and helps the L&D team understand real progress.
As companies strive to attract and retain top talent, it is essential to involve managers in employee development initiatives. Managers have a unique position to drive employee retention and engagement. By empowering managers and providing them with the necessary structure and tools, companies can create a culture of continuous learning and development. Through simple yet effective steps such as identifying training needs, creating targets and structure, giving managers specific roles, helping them apply training concepts, and collecting feedback, organizations can maximize the impact of employee development efforts.