Model: Traditional development model that provided courses for employees are no longer relevant

By WSAM Reporter

An eLearning consultancy group G&G Advocacy is of the view that the traditional approach to employee development may not be what organizations need today saying an effective development of employees should focus on performance to get the real return on investment (ROI) and drive businesses to achieve their goals.

Stressing that developing your employees should be a strategic imperative, the consultancy group says however that a shift from employee development to performance should be cardinal to make it possible for businesses to reach their goals.

Michael Gullan, CEO of G&G Advocacy, an eLearning consultancy that partners with medium to large corporates, recommends that companies should focus on their employees’ performance (in their workflow) as a key pillar of their development strategy.

“The traditional development model that provides courses you think employees need is no longer relevant,” explains Gullan. “For adults to learn effectively in the workplace, they need more than knowledge acquisition. They need to apply their knowledge and enhance their performance. Only then will you get an ROI on your learning and development (L&D) and drive your business towards its goals.”

Gullan suggests the following tips making comparison between traditional and new or current methods. According to him, this shift focus will transform employees into the dream team business leaders:-

• Start differently: Traditional: Most development programmes started by asking key questions: What skills do my employees have, and what new skills do they need? He says this may result in course and assessment completions which may infer that some knowledge was acquired.  New: Gullan says you start with understanding what your employees need to be able to do (perform) and then define what information is required to support their performance enhancements.
  
  
• Focus on application: Traditional: Address two types of learning: Upskilling (more knowledge) and Reskilling (new knowledge), and test how well employees complete and pass their assessments.
  
  New: A performance-first approach looks for when new knowledge will be applied, and these moments of application inform what new or more information is needed to support mastery.

• Only crucial information: Traditional: Can be lengthy, time-consuming, and costly, with very little focus on the moments of application.
  
  New: Only essential material that supports performance needs is included.
  
  This also supports adult learners who are distracted, busy, and under pressure to perform.

• Enable learning while at work: Traditional: Information is available at work to reskill and upskill employees. New: Enables real application within the workflow, which is the best time to apply new knowledge and fuel engagement. The workflow is where experiential learning thrives, knowledge is integrated, and success is immediately validated.
  
  
• Ongoing performance measurement: Traditional: Employee development is measured by course completion and assessment results.

New: Performance-based eLearning can be measured with greater precision, such as:

• Increased employee adoption
• Increased performer confidence
• Increased customer satisfaction
• Increased performance and time to successful performance
• Use of mission-critical assets or procedures
• Optimised workflow and productivity
• Decreased gap between low and star performers

Gallan believes there is much scientific evidence to prove that performance-based learning is effective beyond traditional fact-and-skill learning. “L&D teams and their eLearning partners need to get out of their own way and make the shift,” he says, adding: “Organisations need skillful employees, more than they need reskilled or upskilled people.

Only skillful employees can move corporates toward their goals.”

SMALL BUSINESS NEEDS PROFESSIONAL GUIDANCE TO SURVIVE TOUGH TIMES 

Solitary: In the often solitary journey of entrepreneurship, business owners  find themselves navigating unchartered waters

By Isaac Moledi

In the ever-evolving landscape of entrepreneurship, small business owners face a multitude of challenges and opportunities and to thrive in this environment, guidance and support from experienced mentors have become invaluable.

Human resources experts believe developing a professional relationship in which an experienced person (the mentor), assists another (the mentee), in developing specific skills and knowledge that will enhance the less-experienced person’s professional and personal growth, is crucial.

Mentors provide guidance, advice, feedback and support to the mentee, serving variously as role model, teacher, counselor, advisor, sponsor, advocate and ally, depending on the specific goals and objectives negotiated with the mentee. In an organizational setting, a mentor influences the personal and professional growth of a mentee. Kyle Ballard, Head of Accelerators for the Durban Chemicals Cluster (DCC), says in the often-solitary journey of entrepreneurship, business owners frequently find themselves navigating uncharted waters. “This isolation can make the path to success and scale seems daunting, but having a mentor as a trusted sounding board can be a game-changer.”

Ballard offers five reasons why he believes every small business owner should consider mentorship in his or her business growth:

– Guidance and Expertise: Industry-specific mentors bring a wealth of knowledge and experience to the table. They have navigated the same challenges, market dynamics and opportunities that small business owners face. Their guidance can help entrepreneurs make informed decisions and avoid common pitfalls.

– Networking Opportunities: Mentors often have extensive networks within their industry. By connecting with a mentor, small business owners gain access to valuable contacts, potential partners and opportunities they might not have encountered otherwise.

– Accountability and Goal Setting: A mentor can help set clear, measurable goals and hold the business owner accountable for achieving them. With regular check-ins and guidance, entrepreneurs are more likely to stay on track and meet their core business objectives.

– Problem Solving and Decision-Making: When faced with complex problems or critical decisions, having a mentor to consult with can be a pivotal factor. Industry-specific mentors can offer insights and perspectives that the business owner might not have considered, leading to better-informed choices.

– Personal Growth and Confidence: Beyond business knowledge, mentors can also provide personal support and encouragement. They can boost the business owner’s confidence and motivation, which is especially valuable during challenging times. Knowing that an experienced mentor believes in their potential can be a powerful motivator. Jason Govender, Managing Director of KLIA Business & Technology Solutions and winner of the ‘Best Business Case’ award in the 2022 Durban Chemicals Cluster Accelerator, has achieved remarkable success thanks to the mentorship he received through the DCC.

“This has been one of the most elevating experiences since starting the business. Over the past years, our heads have been underwater, grinding away to nurture business from a grassroots level. The Accelerator has afforded us the opportunity to pick up our heads and play at a level that feels like we are at a corporate standard, getting expert training, coaching, and guidance. To be a part of this experience is so encouraging and motivating. I literally felt like my hand was being held’’.

Takalani Rathiyaya, Head of the Economic Development Unit for eThekwini municipality, shared his enthusiasm : “We are immensely proud to partner with the DCC Accelerator. This initiative not only offers SMEs the opportunity to collaborate with and potentially supply lead enterprises in the local chemicals industry, but it also offers much-needed emotional and technical support. Sometimes, someone believing in you is all you need to take the next step.”

If you are a small and medium-sized enterprise (SME) looking for mentorship from industry experts, access to new markets, standards upgrading to scale your business and capital investment interventions to unlock your potential, then you need to apply for the 2023 DCC Accelerator. Applications from high-potential, Black-owned SMEs within the local chemicals sector all welcome and will be accepted until 30 September 2023.

For more information and to submit an application by 30th September 2023, please visit https://Durbanchemicalscluste.