Dive Brief:

• Most U.S. employees who received training from their employers said they were satisfied with that training, but 55% said they will need additional training to perform better in their current roles, according to survey data published last week by the Society for Human Resource Management and learning software firm TalentLMS.
• Additionally, more than one-third of employees said they wanted training that is more relevant to their roles, and 32% said they wanted training to have a social element, such as peer learning or learning groups. On frequency, the majority of employees said they preferred intervals less frequent than monthly.
• SHRM said it found some discrepancies between the two sides in terms of soft skills training. For example, 61% of employers said they provided time management training, but only 42% of employees said they wanted such training. The study noted more alignment between employees and employers around topics such as leadership. Both camps strongly agreed on the need to focus on “hard skills,” SHRM added.

Dive Insight:

Though much has been made about a disconnect between employees and employers over learning and development, the events of the last two years may have brought the two groups closer together. Even in 2021, surveys of workers indicated that many would be more interested in staying with employers that offered skill-building opportunities.

L&D departments may recognize the impact their work can have given global talent shortages, and some might even deliver positive financial results for their organizations, but many feel ill-equipped to create new career paths for workers, according to a recent Josh Bersin Company survey.

SHRM, in its analysis of survey data, recommended that employers enhance L&D operations by creating learning cultures that encourage employees to actively learn and share their learning. It also recommended a “learning ambassador” model by which employees connect with co-workers pursuing similar training or certifications.

More corporate learning announcements have reflected increased interest in mentor-mentee relationships. Amazon, for one, announced this month that hourly employees would have access to one-on-one virtual coaching services. Not all organizations need to take the same approach, however. Some have focused on models such as reverse mentorships, in which junior employees mentor those with longer tenures.