Evolution is happening and testifies to the challenges posed by digital transformation. Technology can help connect e-Learners in many ways and it can help to customize training for individual needs, appeal to different types of learners, and can be created for dissemination at the learner’s convenience. Transformation is not so much a question of competence it is to fit a culture and to encourage an organic skill improvement by identifying learning opportunities based on strategic corporate goals.
Our relationship with learning has changed since we are continually training and learning new things and managers have a responsibility to nurture employees by helping them understand multiple viewpoints and understand the goals of other departments within the company and allow staff to fully understand their work by viewing it as an ecosystem and not merely as a set of meaningless tasks without concrete, measurable and understandable outcomes for the employee
Managerial positions are highly influential and can potentially contribute to the increase of employee engagement in corporate eLearning, managerial methods are often embodied by invisible, unwritten practices that are hard to measure but corporate culture is essentially the result of the current managerial methods in place within the company and is, therefore, the sum of the individual behavior of managers. You need to know how to manage a project, delegate, take a leadership role depending on the situation because managing must convey the organization’s strategic vision and also provide their team with the means to understand and adapt their work accordingly.
Digital transformation efforts fail because the organization is taken as a whole; transforming every day, micro-practices of individual employees tend to be much more effective, especially when there is a team dynamic involved. Communication is important and employees who feel that they are not part of the team, whether by accident or purposefully will check out. Not only do they begin to feel that their manager doesn’t think it’s important for them to know what’s going on, but they’ll also feel that their feedback is not important.
Employee engagement in corporate e-Learning is an issue that has raised considerable concern over the years, but if you want your employees to feel fulfilled and engaged in their corporate e-Learning program, a job well-done should always be appreciated because not only is it important for employees to feel that their work matters, but you need to let them know that you personally appreciate their contribution and that you’re proud of it. It’s important for employees to feel that they’re being heard and that their opinion not only matters but is a valuable asset to the organization. It’s important to show your employees that their contributions are doing is part of what makes the organization successful, and they need your feedback so they know where they stand with you, the same way you seek feedback from employees as well.
However, it’s important to share the organizations short-term and long-term goals and explain what that means to their jobs and give updates on the financial performance of the organization whenever possible. Because regular encouragement actually inspires better job performance and increases employee engagement in corporate eLearning and when an employee feels that they’re not doing well, they will be less motivated to work hard, but when their work is noticed and their performance is encouraged, they become engaged and more driven. When an employee feels like they belong to their organization, they’re more likely to engage and to be more invested in their work, when an employee isn’t trained properly, it will shape their perception of how much the company values them.
There are certain reasons that prove that investing in manager training will significantly increase employee engagement in corporate e-Learning, the relationship between employee and manager is the most important single factor in driving employee engagement in corporate eLearning and employees engagement leads directly to higher productivity and profitability, and disengaged employees are disruptive. Managers don’t become managers and automatically “know” how to manage. They have to learn and it important to develop the next generation of leaders from within, investments in front-line manager training yield a better return on investment and are essential than any other type of leadership development and training.
Well-trained managers help mitigate risk and avoid litigation, which is expensive and disruptive, high-performing managers boost engagement, productivity and retention, all of which improve the bottom-line and following-through is vitally important, use the information you’ve collected and the people you’ve assembled to carry out your plan, communicating every step of the way and you will need to be persistent, listen to feedback and take surveys at key intervals to measure your success. It takes time for a workforce to adopt a new program. The longer you work at it, the more trust you build, the more likely it is to start changing the culture of your workplace and engaging your workforce in building digital transformation.
Article by: Blessing Bassey