It must ring a bell: employees that have worked long in the company or organisation become tired of their job. They don't bring it up, but routine starts to dominate their work. The dynamics, the enthusiasm and the results of the past slowly become a memory.
It is striking that these people are often consulted by first-line colleagues: people in their office or team. When it comes to where you find what, how it was with old policy versus new one, who can help with what inside the company or organisation, how best to approach something, ... However: they often receive little appreciation for this and it becomes not seen nor validated as part of their job.
But what do you lose as a company if such a person is gone? When they depart looking for 'a new challenge' (or better: escape from a situation without impact)? Or drop out due to burnout or bore-out, or simply because working without tangible impact makes you exhausted and discouraged? All that experience: gone! All that connection: gone! Few organisations dare to face the impact of such a departure. Understandable, because it's painful!
Perhaps also recognisable: new employees who have just become well trained and are already leaving. They arrive with a lot of enthusiasm and good spirit, bringing new knowledge and insights, a distance view that can be worth gold if they can and are allowed to launch new ideas in a healthy-critical manner.
But it can collide quickly. Against invisible walls of habits and fixed ideas. Their added value is not valued and their potential for the company remains underutilized. That quickly frustrates. Nowadays, an employee wants a meaningful job, with a positive impact, in a team. That is why that employee came to your organisation; it all sounded and seemed so promising. And that is why that employee is already gone after one or two years.
How much time have you invested in this employee in the meantime? Expensive training, time and effort of the whole team, wages without creating actual added value, ... Few companies and organizations dare to specify that. Few companies and organizations dare to specify that. Well, painful indeed.
We take training policy and the actual rollout of a training plan as the key to:
- Showing loyal employees how to teach and thus give them a new perspective to make their experience visible and appreciated within the organization. In this way, their efforts create a new positive impact within the company or organisation.
- Giving new employees the possibility to work quickly and purposefully within the company or organization, so that they can easily find their way and feel that their job is meaningful and has an impact.
- Creating a positive interaction between newcomers and employees who have been around for a long time, so that both can play their full role: bringing new ideas, speaking from a distance view, breaking taboos, while at the same time facilitating fresh initiatives within the values of the company or organisation and ensure that ideas are channelled so that they can be impactful instead of hitting walls.
- Building a stimulating link between implementation and management by creating training policy from the ground up. Assisting management by providing questions and a framework for engaging in dialogue with employees. So that the elaboration of the training policy and the actual roll-out of training plans (internal-external) can be a lever to a new, innovative collaboration between doers, thinkers and decision-makers.
Would you like to receive more information? Do not hesitate to contact us!
In addition to guiding vision formation and training people with regard to teaching, we also help to concretise specific tailor-made training within companies and organizations. We do this very purposefully: in the workplace, where the job takes place!