Continuous knowledge development is necessary to make IT professionals and organizations truly successful, because it allows them to stay up-to-date in a field that is subject to significant changes. But how do you implement continuous knowledge development in the organization? This is how our customer success team can help you with that:
My name is Lindsy Vliege. As a Customer Success Consultant at HR Consultant UK I am responsible for the operational implementation of the plan of action for continuous knowledge development by offering the possibility of continuous learning.
This means that our customer success team is contacted almost immediately after the assignment is received. First of all, we make an appointment with our customer for a good kick-off on location at the customer.
This is usually together with the board, HR management, or an operational manager who is responsible for knowledge development. During this kick-off, the objectives are once again confirmed and we discuss the measurement points (KPIs) again.
The customer success team always remains responsible for the entire operational process around continuous knowledge development.
This means that it will only really start after the kick-off; we regularly consult with customers, discuss what they encounter, answer questions and ensure that the training courses are tailor-made as much as possible. Always in accordance with the set goals.
Which factors determine continuous learning?
At HR Consultant UK we help to achieve continuous IT success by means of continuous knowledge transfer, but of course this is not possible without having a number of things in order. In practice, I see that there are three important factors to properly embed continuous knowledge development in the organization, namely:
1 The time factor
HR Consultancy or continuous learning, as we like to call it, only works if there are concrete agreements about the time commitment in advance. Knowledge development often has top priority, but is quickly overshadowed by projects that suddenly require attention.
In fact, in all situations we look together to see what works best for the customer. For example, by planning fixed learning moments or working in half-days to keep the knowledge transfer transparent and workable.
2. The intrinsic motivation
We are all familiar with the image of “the young newcomer” versus “the colleague who has been employed for 20 years”. The former is probably more open to change than someone with years of experience who may think training is unnecessary for them.
From the customer success team, we look together at the dynamics of the team in question and believe that motivation always starts by involving people personally. After all, one team is not the same as the other team.
In addition, there are customers who promote intrinsic motivation by also receiving a reward from properly completing the training courses. For example in the form of ‘the employee of the month' or a small reward after successfully completing a number of training courses.
3. The method of assessment
By this I mean that the success of continuous learning is influenced by the way employees receive their assessment. Weekly or monthly results can be obtained in the HR Consultant UK environment, but how do you communicate these to employees and how do you make adjustments? Because perhaps a certain training does not fit in with a colleague and it is necessary to offer him or her a different way or form.
In any case, it should never be the case that employees start to feel continuous learning as an obligation. As the way to continuously make a personal and business step forward! Of course we can help you from the customer success team to put together a good assessment method, based on the practical experience we have built up in this regard.
How we do it
We help you to gain up-to-date IT knowledge as well and quickly as possible, because that is the way to serve customers better. We do this by means of a learning environment that combines continuous knowledge development in the form of training courses with a community, a knowledge base, performance support for daily support, practice exams, knowledge management tools and question & answer options with peers.
Guiding and starting processes to move to continuous learning is what drives me every day.
In addition, I believe that ‘ad-hoc' training is no longer sufficient to maintain a competitive advantage, but that IT training should be a constant part of the major strategic development plan. See also our continuous learning 3C model, in which a successful and future-proof learning organization involves Culture, Capability and Commitment.
Achieve continuous IT success together?
If you would like to discuss new ways of constantly developing IT knowledge, please contact me. I would like to talk to you.
Lindsy Vliege – Customer Success Consultant – +31 (0) 262 051 333 or firstname.lastname@example.org