True clarity about the job allows you to create learning paths that meet the needs of the learner and make you a rock star! By focusing on the unique behavioral needs of jobs you are triggering a change in the way your organization looks at roles and will bring about a new way to hire, train and develop your workforce.
Want to maximize learning outcomes? Start with people who have the needed DNA to do the job.
Consider your high performers. What do they do differently than everyone else on the team? What if your training classes were filled with people who had a natural propensity to do the job you are training them to do? We call it job fit. And L&D experts agree this is the necessary link to strategic and tactical improvements in training measured by higher success and job satisfaction rates.
How do we get there? Start with gaining agreement on the behavioral aspects of the job. People have natural behavioral traits; risk takers versus non-risk takers; people focused verses task focused. Guess what, jobs do too! If the job requires someone to be careful and follow the rules why would you put a natural risk taker in the job and expect them to be successful? You cannot train someone to be risk tolerant.
You can objectively look at jobs through the lens of behavior. The Predictive Index® has a methodology to help you reach clarity on what the job requires. Example, does the job require solving and new and unfamiliar problems? Working at a steady, consistent pace? You might be surprised how different people in the organization answer these questions.
Hire the right people. Train them in a way that resonates. Manage them so they never want to leave.
To get learning in line with your corporate strategy you must have the conversation about what people think the job is. Next, have your top performers complete the PI Behavioral Assessment™ and see if you are right.
As L&D experts, we are often blamed when employees fail. Truth is there are lots of reasons employees fail, they had unrealistic expectations, clashed with management, personal problems, etc. But research has proven that one of the most important reasons employees fail is overlooked. That reason? Behavior.
Think about it, most employees fail in jobs because of things they do and don’t do. They can’t make decisions. They can’t collaborate. They make too many mistakes. They miss revenue targets. They can’t hit deadlines. The list goes on and on. But I think we can agree these failures are predominately behavioral issues.
Want to profile a job? Contact me.