Part of your work as a people manager is to ensure that tools and processes are updated so your team can do their work, and at the same time adapt to changes so they can succeed. And a big aspect of that is helping them learn as fast as they can. Part of helping them learn is understanding their learning gaps so that your mentoring can be effective. Knowing what is stopping them from using new tools or implementing new processes can greatly help in bridging the gap between a hesitant employee and an engaged team player.
The most common learning gap is knowledge—they simply do not know. In terms of learning gaps, this is somehow the easiest because they are not familiar with the new tools or the new work processes, so they just have to sit down and study. The tricky part here is identifying what your team needs to learn for them to adapt quickly to the changes. There are several root cause analysis tools you can use to identify it.
You also need to identify foundational knowledge so you can build on it over time. For example, if someone in your team needs to increase or expand their knowledge on using a spreadsheet program, you might want to start with how to sort and filter data before you teach them how to pivot or create Pareto diagrams. Once you know the gradations of difficulty, you can then identify which format can be best used for teaching your team. Some learn best using a numbered how-to guide, others through infographics, while others through a step-by-step video. Knowing what works best for your team can help them learn things fast.
But knowledge can only go so far as to let somebody know what to do. They still need to perform. And here is where people managers commonly become confused—they mistake skills for knowledge and think that by simply telling people what to do, they will do it right the first time. If it takes practice to use a new tool or learn a new process, then it is a skills gap. Of course, there are tasks which can be done correctly simply by giving the right information—filling in a form or transferring files. But managing an event, dealing with an irate client, or creating compelling presentations takes time and practice for them to be proficient.
Understanding the difference between knowledge and skills gap can help you fine tune your learning intervention so it can be targeted and help your team learn faster. It also becomes easier for you to identify parts of your workflow where they can practice and what methodology is best for them—be it shadowing an expert, hands-on training, or a step-by-step demonstration. This helps you focus your efforts at helping them assimilate new information faster. In addition, you can build up your arsenal of teaching tools that work best for each of your team members.
And there are cases when there is a communication gap—people managers do not know how to communicate the team’s new goals to their members. New tools and processes could be a management directive and organizations rely on their people managers for the cascade of changes down to the rank and file. They rely on people managers to communicate these changes so that teams can see how their function aligns with the rest of the organization and how they contribute to its goals. When a people manager does not adequately communicate the reasons behind the use of new tools or processes, the team suffers. For your team to learn quickly, you need to communicate clearly and consistently.
There are also instances when the learning gap is a motivational one. They refuse to learn because they do not agree or understand the team’s goals, they are unwilling to change, or they are just not interested with where the group is headed. This is where you, as the people manager, play a significant role in identifying your team’s motivations and align their goals with the team’s goals.
If the change significantly affects your team’s work processes, you need to provide support for your team to unlearn old processes and reinforce new processes through repetition. Expect your team to commit mistakes the first few weeks but tighten the reins so the new processes become hardwired into their system.
To understand if it is a motivational gap, observe how they are with the new tool or process. Let them use the new tool or implement the new process so you can see where they struggle so you can adjust as needed. Ask them about the benefits of using the new tools or process so they are forced to think how the work is made easier because of the changes. This will help them appreciate the changes and, in turn, give them the encouragement to learn it faster. When this fails, you need to ask them directly about their hesitation in adapting to the changes.
Other people’s learning gaps are environmental in nature. People do not learn fast because the tool itself is lacking, or the reference materials for the new processes are. For example, you talked to your team about a new program for sharing files and communication, but some members cannot access the program, or they do not have any manual for commonly used functions. Your team will have a hard time learning the new program because of these roadblocks. Make sure that when you implement a new tool or process, your team has access to the tool itself and the materials to learn more about it.
I have learned from several mentors that the role of a people manager is to ensure their team is given the right equipment and processes, and to clear the roadblocks that stand in the way of their success. Helping your team learn and adapt to new tools and processes goes a long way in ensuring your team thrives and flourishes.
Image credits: Jason Goodman on Unsplash