Continuous Training 2

The ability to adapt to new changing circumstances

In short, continuous training is a tool used to improve the ability to adapt to both the environment (external factors) and the continuous modification of procedures, protocols, processes, etc. that the company must adjust as a consequence of the NT’s (internal factors). So we see that it is a very important factor of production, which is not usually considered that way, but in reality it is an applied cost that ends up generating economies of scale and implies quantitative and qualitative modifications in:

a) The access of the unemployed to the labor market.

b) The improvement in the performance of active employees.

c) The improvement of the operational efficiency of the company and a future projection of competitive capacity.

Greater scope of continuous training in the macroeconomic and macro-social spectrum

When continuous training seeks to respond to the specific needs of companies, it is achieving a double effect: on the one hand, it improves the skills and qualification of professionals in their sector, increasing the skills and knowledge of workers; on the other hand and not least, it helps to adapt to change and improvement in companies which in turn in a synergistic wheel makes the staff adapt to technological innovations and improvements, new tools and ways of working, which all this makes (the referred scope) that the development of new economic activities is propitiated, because new spaces and opportunities are created in the market that until yesterday did not exist or were not known.

 In a colloquial way, we could say that this well-implemented process of continuous training prevents companies from lagging behind in terms of competitiveness, at the same time that workers develop personally and professionally.

This improves the expectations of both the organization and the staff, because motivation and incentive arise because there will be a future improvement that will benefit professional development and favor the work environment and stability in the sustained growth of the company.

To achieve maximum efficiency in the applications of continuous training programs in a company, the following elements must be taken into account: – A good diagnosis of what the company needs in terms of training its personnel at that time and in view of the coming months, taking into account its business model.

– Be clear about the objectives pursued by the training plan, so that an adequate schedule of training actions, monitoring, control, etc. is made.

– The evaluation of each of the training processes is essential to make adjustments where it is believed necessary, both in the training process itself and in adapting to the jobs and needs of the company.

Training must be adapted to the person who performs it and not the other way around, since it is not an end in itself, but rather a tool or means to achieve objectives and results.

Learning and corporate culture

While learning does not necessarily become part of an organization’s corporate culture, it should actually be part of it, with the same priority that a good business plan can have for top management. Although some employees may seek training and develop courses on their own, continuous learning must become part of the general culture of any company if it is to achieve good results, and especially profitability in the medium and long term.

One of the reasons that employees are resistant or feel that they are impeded from learning is because they do not have time in the workplace, because they clearly do not have the hours to research their learning options or cannot reserve the necessary hours to learn and implement new skills. And this type of situation occurs much more frequently than we would like, especially in SMEs.

Dan Pontefract, Canadian writer and businessman puts it clearly: “When there is no time to learn, the employee mistrusts the organization, makes the employees believe that the company will not invest in them, so why should they invest in the company?”.

Creating a culture of training enables employees of any company to build their careers around development. The best employees won’t be the only ones attending conferences or signing up for webinars.

“When learning is embedded in corporate culture, it becomes an expectation for employees rather than something they own,” says Drew Fortin at Biz Library, provider of online employee training.

In this regard, you can ensure that new hires are not only the right fit for a position, but also have a growth mindset that will allow them to keep learning how to be successful in their position. Interestingly, corporate culture can be one of the main reasons employees avoid training and learning. For some people, training means making their current processes obsolete and possibly exposing parts of their work that they don’t want changed.

 One of the most common reasons employees resist training is fear of change, because not everyone readily accepts change. It’s almost a rule that most employees want to continue their previous ways of doing work because, according to them, it is safer and more predictable. Again, this highlights how learning is part of the larger company culture, not just corporate politics. When employees are open to change and willing to take risks, they become open to improving their processes.

Reasons to implement the organizational learning culture

Arguably the main reason why an organization should introduce the culture of learning through continuous training is because without such an agile and adaptive culture, the business will be left behind. Every day in all work areas, skilled jobs are, in turn, becoming more specialized. while the speed at which things change, for example, in the case of industry regulations and technological advances, all this implies that you always have to be one step ahead of the game if the organization wants to remain a rational and successful player.

As part of the doctrine maintains, in many aspects there are no longer experts, it seems that this word has become obsolete. Because as a consequence of today’s information economy, each and every professional has the tools to become an ideal thought leader or authority figure. If you can use these resources correctly, you will soon outperform others who have specialized in your field for years. Hence, “continuous learning is increasingly important to the success of the organization due to changing economic conditions” according to the University of Guelph, which is a public university located in Guelph, Ontario, Canada.

The academic side of this Canadian university supports something that we know but really forget as a result of the daily problems that organizations face, especially in circumstances such as the pandemic. In today’s business environment, organizations must be able to continually learn to cope with these changes and ultimately survive. Continuous learning in the workplace involves viewing your experiences as potential learning and reexamining assumptions, values, methods, policies, and practices.

At the group level, continuous learning is reflected, for example, in a team that transforms in response to changing conditions. But while there will be a great many companies that can claim that they have tried and possibly even implemented a continuous learning environment successfully many years ago, the proliferation and use of social technologies has made adoption much easier than before, although parameters have changed and what is certain is that the methodology will also have to be adapted, not thinking with past decision-making mechanisms and verifying the environment over and over again, reviewing the corporate culture if it is sufficiently adaptive to new realities and adjusting the continuous training plan in line with these realities.

Antonio Alonso, president of the AEEN (Spanish Business School Association) and general secretary of EUPHE (European Union of Private Higher Education)