RETHINK YOUR CURRENT APPROACH TO PEOPLE DEVELOPMENT AND IMPROVE ROI

While larger companies tend to have the resources for wide-reaching training initiatives, SME business owners are more thoughtful investors. Quantifying the return on investment (ROI) in people development is often a difficult task. Reframing it through the lens of open questions below, helps leadership to justify it.
What is costing your organization not being able to attract and retain the best tech talent?
How many engineers do not feel safe to take risks without feeling insecure or embarrassed?
What is worth guaranteeing the ecosystem where people are able to exchange their own talents to its fullness?
What is worth it to guarantee that every engineer has permission to be seen, felt and heard and exchange their own talents to its fullness.
Disconnected leadership and “us vs them” culture may already be costing you greatly.
Reflecting on these questions is often showing that not investing may already be costing you greatly.

THERE IS NO QUESTION: IT’S TIME TO INVEST IN YOUR PEOPLE.
There are numerous ways and strategies for HR Leaders to shape and promote people development. How to choose wisely? Everybody in the leadership should be asking if the learning experiences they are creating are closely-tied to larger business objectives and contribute to sustainable growth. Acquiring new knowledge and skills is important, but only when it is activated and used effectively in a day-to-day work count. Employees often cite reasons for not using new skills, such as not having enough time, no leadership support, or not supported ecosystem. People development goes hand in hand with evolving organizational culture and ecosystem. Only when an organization manages both its people development and systems effectively, the interplay between them creates a virtuous cycle of learning, culture of trust and leveraging people’s full potential for long-term growth.

THREE FOUNDATIONAL PRINCIPLES THAT IMPROVE ROI OF YOUR PEOPLE DEVELOPMENT STRATEGY

DATA-DRIVEN LEARNING AND SKILLS DEVELOPMENT
Using available data to evaluate people's current skills and future business needs and curate learning programs to develop people’ skills in alignment with business objectives.
SYSTEMIC AND PEOPLE-CENTERED SOLUTION FRAMEWORK
Addressing both people's self-leadership and organizational dynamics has the power to catalyze sustainable outcomes.
DEFINED OUTCOMES AND PERFORMANCE INDICATORS
Thinking about relevant outcomes is helping you to define the set of specific indicators to measure outcomes, such as: high-performing talent’s retention, attracting new talents, less burnout among engineers, restoring trust in leadership and meaningful relationships, trusting teams, creativity and innovation leveraging people’s full potential.