The Laboratory

I n our previous discussions, we focused on collaborating with managers and team leads to identify the business outcomes that training should address. After gathering their input on how training can solve specific business challenges, the next critical step is to confirm with the employees that the selected training is indeed necessary and aligned with their needs.  Here is why this step is crucial and how to navigate it: 1. Understanding Employee Perspectives While managers often select training based on observed performance gaps or business needs, it is important to engage with the employees who will attend the training. Ask them directly how they feel the training will support their growth and if they believe it addresses areas they need to improve. This ensures participants are motivated and engaged. 2. Addressing the Lack of Conversations Often, team leads or supervisors do not have detailed discussions with their employees before selecting a training program. They assume that...

In any networking—whether a business organisation, a community, or a team—the leader plays a crucial role in supporting and fostering that networking. By supporting networking, they create an environment where employees can share knowledge, collaborate, and build relationships across departments and teams. Here are some key ways leaders can contribute to networking in an organisation Vision and Direction: A leader provides a clear vision for the network. They help set goals and define the purpose, ensuring all members understand the network's objectives. This clarity enables members to work cohesively toward common goals. Facilitating Communication: Leaders are often the hub of communication in a network. They create an open and transparent environment where information flows freely between members, breaking down silos. Effective communication fosters collaboration, innovation, and problem-solving. Building Relationships: Leaders nurture relationships within the network by encour...

Good morning, HR and L&D professionals! We have started laying the groundwork for effective training by focusing on how to uncover real business challenges and align training with organizational goals. Before we move on, let us take a deeper look at how to solidify this foundation. When we talk about aligning training with business outcomes, we are not just shifting the focus from skills; we are ensuring that every training initiative is a strategic investment that solves real performance issues. This step is crucial to showing management that training isn’t just a checkbox but a solution that drives measurable business results. Pro Tip: To solidify this foundation, go beyond identifying business challenges. Ensure you have a clear understanding of how solving these challenges will improve key performance indicators (KPIs) for the organization. Questions to ask include: How will resolving these issues impact the department’s objectives? What long-term improvements can we expect fr...

Leading a team through a period of change can be challenging, but with the right strategies, you can help your team navigate the transition effectively. Here are major strategies for leading a team through change: Develop a Clear Vision and Communicate: Keep everyone informed about what is happening and why it’s necessary. Clearly explain the reason for the change and how it aligns with the organisation’s goals, establish what success looks like, and outline the steps required to get there Engage and Involve the Team: Allow them to provide input and voice concerns, recognise that change can be unsettling, listen to employee fears and offer emotional support, resources, and tools to help the team adjust. Lead with Empathy and Emotional Intelligence: Understand that each team member will react differently to change and may need individual support, be available to listen to their feedback and show that you value the team's well-being by taking their concerns seriously and acting tran...

This morning, we explored how HR and L&D professionals can collaborate with departments to uncover the real business challenges behind training requests. Now, let us take it a step further by shifting the focus from simply developing skills to achieving measurable business outcomes. When departments request training, the focus is often on skills—what employees need to learn. While important, we must ask: How does improving these skills impact the organization’s success? Aligning training with business outcomes ensures that the program addresses real performance gaps and delivers tangible results. Pro Tip: In your discussions with department heads, shift the conversation from “What skills do we need” to “How will this training improve the business?” This shift will not only improve training design but also provide measurable metrics to track its success. Example: If the operations team requests training on improving efficiency, ask deeper questions about how operational inefficien...

Building a strong leadership pipeline in an organization is critical for long-term success, continuity, and sustainability. Here are some effective strategies to create and nurture a leadership pipeline Identify Potential Leaders Early: Begin by identifying high-potential employees early in their careers. Look for individuals who demonstrate leadership qualities such as initiative, collaboration, problem-solving, and the ability to influence others. Use performance reviews, peer feedback, and manager input to identify potential candidates. Develop a Clear Leadership Competency Framework:  Establish a clear set of leadership competencies that align with the organization's values, culture, and goals. These competencies should define the skills, behaviours, and mindsets required to succeed in leadership roles. Communicate these expectations to employees to provide a clear path for their development. Offer Leadership Development Programs: Create formal leadership development programs ...

Previously,  we talked about the importance of being ready to tackle the real work behind training success, and how simply checking off a box doesn’t deliver true ROI or ROE. I emphasized that to see real impact, HR and L&D professionals must dig deeper and uncover the root causes of performance issues, rather than just addressing surface-level skill gaps. Today, we will dive deeper into how to move beyond identifying these skill gaps and shift the conversation toward solving the actual business problems affecting performance. By collaborating closely with departments, we can ensure that training is not just a tool for learning but a driver of real business outcomes. To ensure that training delivers real value, it is essential to start by understanding the root business challenges driving the training request. HR and L&D professionals need to move beyond surface-level training needs and dig deeper to identify the specific performance issues that the training should address....

In the world of coaching, the CLEAR Coaching Model stands out as a structured yet flexible approach to help leaders empower their teams. Developed by Peter Hawkins, CLEAR is an acronym for five key stages that guide the coaching process; Contracting, Listening, Exploring, Action, and Review. Let us break it down for more clarity. Contract: This initial stage sets the foundation for the coaching session. Both the coach and coachee agree on goals, desired outcomes, and the boundaries of the conversation. It is about creating clarity and setting expectations to ensure that both parties are aligned. Listen: At this stage, the focus is on active listening. The coach listens without interruption to fully understand the coachee’s perspective, challenges, and feelings. It is a critical step in building trust and creating an open dialogue that encourages the coachee to express themselves freely. Explore: Here, the coach and coachee explore potential options, ideas, and challenges together. The...

This is a framework used to facilitate effective coaching and leadership development, especially in organisational settings. It provides a structured approach to helping individuals and teams achieve their goals and overcome obstacles. The model’s name is an acronym representing its key stages: Goal, Reality, Options, and Way Forward . Here is an overview of how the GROW model can be applied within an organization: Goal : Define what you want to achieve. This involves setting clear, specific, and measurable objectives that provide direction and focus for the coaching process. Reality : Assess the current situation. This step involves understanding the present context, including strengths, weaknesses, and any obstacles that might impact achieving the goal. It requires an honest evaluation of where things stand. Options : Explore potential strategies and solutions. Brainstorm and evaluate different approaches to overcome obstacles and achieve the goal. This phase encourages creative thin...

In the dynamic field of coaching, the OSKAR Coaching Model offers a structured yet flexible framework that focuses on solutions and outcomes. Developed by Paul Z. Jackson and Mark McKergow, OSKAR is an acronym representing the stages of Outcomes, Scaling, Know-How, Action, and Review. Here is how it works: Outcomes: Begin with a clear focus on the desired outcomes. What does the coachee want to achieve? By defining specific, measurable goals, you establish a clear direction for the coaching process and ensure that both the coach and coachee are aligned on the desired end results. Scaling: Use the scaling technique to assess the current situation and progress. Ask questions like, “On a scale of 1-10, how close are you to achieving your goal?” This helps the coachee evaluate their progress, identify what’s working well, and determine what needs to be improved to move closer to their goal. Know-How: Identify and explore the know-how or skills the coachee already possesses. This stage focu...