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THAT’S DISABILITY DONE DIFFERENTLY.
In the April 2018 cover story, “Upward
Migration,” several clarifications were
brought to the editor’s attention. The
story noted that Pella had a very
straightfor ward path to the cloud system
because it had few customizations
in its on-premise system, but it still
decided to farm out a lot of the work to
Deloitte. In fact, Pella was moving to an
environment that was not customized,
but it still decided to farm out much
of the work to Deloitte. The sentence
stating that each team was involved in
the project for “up to a month” should
have read “a month or more.” Finally,
the story reported that “Peterson was
the primary person determining which
Pella employees would be needed as
each module was worked on.” It should
have credited that task to the entire team.
so they don’t forget
hindered by their
reliance on “one-and-done training,”
viewing it as a “check-the-box activity,”
rather than something that is ongoing
and continuous, Leaman says.
With 92 percent of employees saying
the right kind of workplace training
positively impacts their engagement on
the job, training needs to be at the top of
HR leaders’ agenda, says Pete Sanborn,
managing director of human capital
advisory at Aon.
“You’ve got to be thinking about the
capability requirements now and in
the future and how you can do a better
job of developing people to meet those
needs,” Sanborn says. “You might
have a great rewards program or you
might do well in one area, but if you’re
not creating the right kind of skills for
the future, it will negatively impact the
competitiveness of your business.”
—Julie Cook Ramirez
According to the second annual State
of Workplace Training study, an online
survey conducted in late 2017 by global
market-research firm Ipsos on behalf of
Axonify, nearly one-third ( 31 percent)
of the U.S. workforce doesn’t receive
any formal job training.
“It’s shocking how little companies
invest in the knowledge and skills of
their employees,” says Carol Leaman,
CEO of Axonify, a corporate-training
and microlearning platform.
Perhaps even more alarming, that
number ticked up slightly (1 percent)
since last year. Leaman views that as
a sign that employers are headed in
the wrong direction. She blames the
transient nature of today’s workforce
for employers’ reticence to invest
in training, particularly in retail,
hospitality and other industries where
turnover is especially high.
“Where you have deskless workers
not expected to stick around very long,
you’re going to have fewer and fewer
companies investing in training those
people,” she says.
Axonify found 43 percent of
employees who do receive formal
training say it’s ineffective.
According to Leaman, employers
are “going wrong all over the place,”
beginning with a rigid adherence to
one-size-fits-all training and the old-fashioned approach of “getting people
into a classroom and fire-hosing them
with so much information that may
or may not be relevant to them.” A far
better method, she says, would be to
assess the skill set, background and
experience of each individual employee
and design a development plan that
recognizes what they bring to the job
and what they are lacking.
Continuously retraining is also
important. While 80 percent of
respondents to the Axonify study
say it’s important to receive regular,