{"id":17251,"date":"2021-01-08T11:14:29","date_gmt":"2021-01-08T17:14:29","guid":{"rendered":"https:\/\/trainingmag.com\/?p=17251"},"modified":"2021-01-11T10:47:00","modified_gmt":"2021-01-11T16:47:00","slug":"a-training-hr-roadmap-for-2021","status":"publish","type":"post","link":"https:\/\/trainingmag.com\/a-training-hr-roadmap-for-2021\/","title":{"rendered":"A Training\/HR Roadmap for 2021"},"content":{"rendered":"

If 2020 taught us anything, it\u2019s that there\u2019s no such thing as \u201cnormal\u201d and it\u2019s incredibly difficult to predict what\u2019s going to happen next. Twelve months ago, if you had asked HR and Training experts how the workplace would change in the coming year, I can\u2019t imagine any would have predicted the tectonic shifts that have happened as a result of things like the COVID-19 pandemic, the Black Lives Matter movement, or federal diversity training bans, to name a few.<\/p>\n

And while it may be impossible to predict exactly what\u2019s going to happen in the HR and training space next year, I think some of the issues 2020 has presented gives us a roadmap for how we should try to address 2021.<\/p>\n

The Workforce Will Be Distanced<\/strong><\/p>\n

Here\u2019s the simple truth: The \u201cnew normal\u201d is not new anymore. It\u2019s just normal. According to a recent\u00a0report<\/a>\u00a0from the Stanford Institute for Economic Policy Research, the U.S. economy is now truly a work-from-home economy, with more than 60 percent of U.S. economic activity coming from people clocking in from a home residence.<\/p>\n

From a day-to-day perspective, HR managers have had to become far more flexible when it comes to executing common HR tasks such as employee onboarding, annual reviews, and mandatory training. And even as we see encouraging news about a COVID-19 vaccine, it\u2019s not likely that the shift to remote working will swing dramatically back in the other direction any time soon.<\/p>\n

And although the best managers and corporate leaders have been able to keep the wheels on the bus and maintain productivity levels during the craziness of current times, sustaining a company\u2019s workplace culture health has not always been as successful. That\u2019s because so much of what keeps people connected in the workplace is their relationships with other workers. It may sound small, but when employees can\u2019t gather in the conference room to have cupcakes to celebrate Suzie\u2019s birthday, morale and culture take a hit. Even more significant, when the common norms and practices that were evident in an in-person environment become less evident, the workplace suffers.<\/p>\n

In the months following the pandemic,\u00a0Emtrain asked 20,000 employees\u00a0<\/a>their thoughts on their current workplace culture, and compared it to responses prior to the pandemic. The results were sobering. There was a 10 percent drop in the number of employees who said there are well-understood norms of behavior governing how people treat each other in the workplace. There was an 11 percent drop in the number of employees who said their workplace culture was healthy when it came to preventing harassment. And there was a 7 percent drop in the number of employees who said there were healthy relationships across different age groups.<\/p>\n

The Workforce Will Be Polarized<\/strong><\/p>\n

In 2021, HR managers will have to take a more proactive and more intentional approach toward working to foster a positive culture. This will be an even greater challenge as we come to grips with the fact that in addition to being more distanced from each other, the workers themselves have become more polarized, both in their perceptions of the world around them and in their perceptions of how they are and should be treated in the workplace. The 2020 Presidential election made those distinctions pretty clear, but that divide won\u2019t go away once a new administration takes office. For example, there is a big difference in how diversity and inclusion initiatives should be presented to \u201cMAGA\u201d folks and \u201cBlack Lives Matter\u201d folks. And HR and Training managers who don\u2019t recognize that are bound to alienate one side or the other.<\/p>\n

Nowhere is that more evident than in President Trump\u2019s executive order banning diversity training in federal agencies and with federal contractors. I believe the order is a sign that we in the HR and training space have done a poor job of reaching our employees. The order is based on the erroneous assumption that diversity training is \u201cdivisive\u201d and perpetuates stereotypes. The fact that a significant number of Americans think this is so is proof that we are not packaging training programs in a way that reaches all of our employees in a way that is meaningful to them. Our training needs to be positioned in a way that doesn\u2019t make those who need to hear it take offense. You don\u2019t need to influence black, brown, and \u201cwoke\u201d white people. You have that already. Package your message to influence the demographic who is not listening to you. How do you do that? You make it less personal and polarizing and more clinical.<\/p>\n

Technology and Measurement Will Become Even More Important<\/strong><\/p>\n

As the 2021 workforce remains scattered, HR and Training leaders will need to rely more and more on technology solutions to execute programs and keep employees connected and engaged. From a pure logistical standpoint, it\u2019s much less likely that groups of employees will be able to meet in the conference room to undergo a diversity training session, for example. I believe 2021 will see a dramatic increase in training programs that are delivered online, via mobile devices, in a way that reaches employees when it\u2019s convenient for them. For some, it might be absorbing a 20-minute training session on their laptop first thing in the morning. For others, it may work better on the couch with their phone once the kids are in bed at night.<\/p>\n

What\u2019s more, because diversity training can be called into question now and scrutinized, it\u2019s important for diversity professionals to keep a record of their program and the concepts they\u2019re teaching. Providing an online learning component is helpful in that regard as it serves as the written record, documenting the program and quickly and effectively counters any claims made from an employee who opposed your training message.<\/p>\n

But perhaps even more important than delivering training programs using modern technology will be the growth in measurement of the effectiveness of those programs. Savvy HR and Training managers will understand that it is simply no longer enough to track how many people completed a specific training program for compliance purposes. They will want to track whether that training has had a measurable impact on employee behavior and attitudes. This will require going beyond simply checking a box to say a training program has been completed. It also should involve using data to benchmark employee attitudes and practices prior to, and after, training takes place. Simply put: You can\u2019t fix what you don\u2019t measure.<\/p>\n

This goes beyond just making good business sense. There are regulatory implications, as well. In June 2020, the U.S. Department of Justice\u00a0updated its guidance<\/a>\u00a0on how it would evaluate a company\u2019s corporate compliance program in the event of complaints.<\/p>\n

A new sentence in the guidance asks, \u201cHas the company evaluated the extent to which the training has an impact on employee behavior or operations?\u201d That is a high bar. Not only are we asked to use a risk-based approach to assign training, keep training engaging, ensure that training is completed, and keep training records, but now we\u2019re also expected to measure whether the training has impacted employee behavior and\/or operations.<\/p>\n

How can we prove training has had an impact? Data. Good data and metrics can help us to prove training has had an impact on the behavior or employees. This allows administrators to benchmark their workplace culture against other companies, and identify areas that may be high risk for certain unhealthy behaviors.<\/p>\n

HR and Training Will Become C-Level\/Board Level Concerns<\/strong><\/p>\n

President Trump\u2019s executive order banning diversity training included a hotline for disgruntled employees to report violations of the order. That means companies working with the federal government are never more than one phone call away from an investigation who can put a contract at risk. Or even a Tweet.<\/p>\n

Business today is just one social media post away from public scrutiny\u2014from regulators, consumers, shareholders, and the workforce\u2014all of which result in damage to the brand and loss of enterprise value. So respect, equity, and inclusion issues, which are in flux and trigger intense emotion, are potentially a higher enterprise risk right now than the more traditional business risks of FCPA, antitrust, insider trading, etc. And if it\u2019s the biggest risk, then chief compliance officers, CEOs, and board members should be responsible for proactively managing it so the enterprise is not blindsided and put into reactive mode.<\/p>\n

Why? Because finally, CEOs and Boards of Directors are seeing shortcomings in respect, equity, and inclusion as large risks that can threaten the organization and its brand. Prior to the Black Lies Matter movement, these topics were viewed as routine risks encountered in the course of doing business and were assigned to the HR function to manage. But we\u2019re experiencing a social revolution and demand for equity and inclusion on par with the civil rights movement in the 1960s. And social revolutions are not \u201croutine risks encountered in the course of doing business.\u201d In fact, they are anything but routine.<\/p>\n

We\u2019re experiencing fast-changing social values and marginalized groups fighting for opportunity, equity, and inclusion. Those dynamics, combined with the transparency and connectivity of the Web, mean business is directly impacted by our changing society\u2014both from workforce segments looking for change and segments that are resistant to change. Those dynamics lead to large risk turbulence and conflict.<\/p>\n

Janine Yancey is the founder and CEO of\u00a0<\/em>Emtrain<\/em><\/a>, a workplace culture tech platform that helps businesses navigate the tricky cultural issues of harassment, bias, and ethics.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

In 2021, HR and Training managers will need to take a more proactive and more intentional approach toward working to foster a positive culture.<\/p>\n","protected":false},"author":1697,"featured_media":17252,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"cybocfi_hide_featured_image":"","footnotes":""},"categories":[12],"tags":[16],"class_list":{"0":"post-17251","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-magazine","8":"tag-feature","9":"magazine_issues-january-2021"},"acf":[],"yoast_head":"\nA Training\/HR Roadmap for 2021<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/trainingmag.com\/a-training-hr-roadmap-for-2021\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" 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