Session Duration
Learning Objective
- Participants will discover how to take advantage of development methods beyond traditional classroom approaches
- Participants will better understand how to measure and balance the value of development for the individual employee and the organization
Session Description
Less than 40% of your workforce is actively engaged. 10,000 Baby Boomers retire daily. More than 50% of workers plan to quit in the next year. Unemployment is historically low while organizations complain they can’t find qualified workers.
The struggle to find the best talent in today’s environment is an HR and business challenge. Even more important in workforce planning - will we have the talent we will need tomorrow. Change in technology and competition, laws, regulations and social norms are constant and rapid - we can’t easily predict the future.
Younger workers, in particular, expect employers to develop them. They want to learn “soft” skills. Employees stay longer in organizations that offer training and development opportunities.
Technical learning has less than a 5 year shelf life and we can’t use traditional approaches to workforce planning in an unpredictable future, we need to focus on a “Future-Proof” workforce. (A term coined by Wild, Hirschi and Smith, Lee Hecht Harrison -https://www.lhh.com/our-knowledge/2019/transformation-insights-no-5/from-replaceable-to-renewable-building-a-future-proof-workforce#.XTi_r6mMJEw.email)
Instead of replacing workers, we need to focus on retaining and renewing them through development. This makes business strategy sense but also allows us to engage employees in a new kind of workplace relationship. We can’t and don’t want to guarantee life-long employment but we can provide support for growth.
As critical as this approach is, it does involve an investment of resources – money and time, something that we often don’t have.
There are approaches to creating affordable programs some that even provide an immediate return. Many activities are being used in large and small organizations. Things like support for self-initiated development activities, mentoring and coaching programs can be established in any organization.
Join us for If You Train Them They Will Come. Bring your thoughts and struggles to participate in a lively discussion of the strategy behind creating and promoting your own “attractive” development programs. Taking a proactive approach to development in your organization can help you get and keep and grow the people you need to face the future of the world of work.
Session Speaker
More About Phyllis Hartman
Phyllis G. Hartman, SHRM-SCP, President of PGHR Consulting, Inc. has 25+ years in HR. Phyllis’ firm provides services for small to midsized organizations. Her work has included Harassment Prevention training and coaching, Employee Development, Employee Relations, HR Policy Development, Talent Management, and Affirmative Action. Clients have included engineering, medical, not-for-profit and manufacturing companies.
Prior to founding PGHR she worked in HR management positions in manufacturing and in a not-for-profit association. She holds an MS in Human Resource Management from La Roche University.
Phyllis is a frequent speaker and has presented sessions for SHRM national, state councils, and chapters and business groups, including engineers, medical and dental professionals. She is an adjunct instructor for several Pittsburgh colleges and universities and served as a full time Visiting Professor and temporary Department Chair in HR for La Roche University in 2016.
She has authored: A Managers Guide to Developing Competencies in HR Staff, 2018; Looking to Hire Looking to Hire an HR Leader? and Never Get Lost Again: Navigating Your HR Career all published by SHRM. Phyllis does volunteer work for the SHRM and the Bayer Center for Non-Profit Management.