As a leader, are you making time for your employees to pursue learning and development during the workday?
For this week’s bite-size, Shannon Ferguson, Head of People at BlueBoard, joins us to share ways leaders can encourage their people to develop new skills and explore new interests in their company.
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[00:00:00] Hey insights, listeners Nicole here. And thanks for joining me for this week. Bite-size insights and empowering people, leaders best in class information in 10 minutes or less as a leader. Are you creating time for your employees to pursue learning and development during the work day? Well, if not, then don't worry because this week.
Bite sized Shannon Ferguson, the head of people at Blueboard joins us to share a few ways that leaders can encourage their people to develop new skills and interests in their company. If yes, well then way to go. Let us know if you agree with Shannon's perspectives and share what you're doing to help develop your people.
the thing that we experienced at Blueboard during this really unusual time is that certain roles really. Slowed some of the work that was very time consuming, very intense, and really was like drawing a lot of energy from people on particular [00:01:00] teams that work changed. Some of it became less busy and slowed down a little bit.
And that opened up this opportunity where we recognize that our employees are really able to, to explore and try some other new and different things. This really led us to thinking about when you have opportunities to take those opportunities, create initiatives that will allow your employees to explore, to live out your company, purpose in different and new ways and to develop new skills.
So best practices being more specific in that is increased the cadence for L and D. We all say we value L and D, but. Do we make time for it during the Workday, during the work week during goal setting is learning and developing new skills, a part of your goal setting. I think it's really important to normalize that learning during the Workday is allowed, it's accepted and it's in fact, encouraged on your team.
You can do that by, you know, having book clubs. You can bring in speakers, you can do lunch [00:02:00] and learns. You can also encourage people to schedule a course that they're taking during the day. So it's not just that. You work all day at the work that you're doing. And then if you'd like to learn a new skill or, um, move your career forward, you have to carve out some time in your home time for making that a priority.
That's one thing that we've done and it's been really delightful. Another is aligning roles to the purpose of the business. So during COVID, we've had to think a little bit about does this role and the work that they were doing last season have the same potential to impact. The business as given the conditions we're under right now.
And if not, what can we do to reorient this person in the direction of something that is going to be really valuable, both for them and for the business. That's that purpose plus meeting. So one great example we have is that we have a few employees who've been interested in exploring social media. Their normal sort of day to day has an allowed time for that.
But [00:03:00] during this time they have more freedom in their schedule. And so we created a social media squad that all began to contribute to our social media that allowed them to develop new skills, interact with people across the company in a different way, be more cross collaborative, and also try out what I want to move to this team.
What I want to do this. Full time. Does this really resonate? Is it what I thought it was while also meeting the need of the business to have a greater social media presence? So I think for, as Adam said, where purpose and meaning cross and capitalizing on those opportunities, that's another way. And then finally, you know, the side projects that employees can.
Learn through and explore that's related to the alignment of the role. It's really just carving out that time. And I think as leaders, and particularly as people leaders, we have a responsibility to be looking around all the time to, to spot those opportunities. If we don't make that a part of our roles, we may miss it.
And that may mean someone does get [00:04:00] kind of bored or. Burned out or, um, you know, just de-motivated doing the same old things. So spending a little time each week, understanding what the needs are on each team, where things might be changing and knowing how would people like to grow? How might some of my more junior employees have an opportunity to route their career in this direction?
Thank you for joining this week's bite-size. I hope you learned something new and if there's a topic that you want to make sure we address submit your feedback and amplify that foam slash questions. That's emplify.com/questions.