Perspectives
A More Equitable Approach to the
"Blended Workforce"
by Debra Luhowy
One of the increasingly
popular trends in our business is "blended learning". The technology we now have at our fingertips
has enabled training developers to complement traditional facilitation with such
resources as web conferencing and online self study tools. This has enhanced the
current learning experience model with increased creativity, interactivity, and
effectiveness in accommodating individual learning styles.
Perhaps it is no
coincidence that we have also seen, within the last few decades, an
increasingly prominent "blended workforce" comprised of permanent
full and part time staff, coupled with increasing numbers of contract and temporary
employees. The steady, more predictable flow of yesteryear's business activity
was more conducive to a permanent workforce.
Rapidly changing business needs and technical advancements, heightened
by globalization, have instigated the progression towards project-based work in
all business sectors.
Contract work certainly
makes sense in many situations where a heavy
concentration of highly specialized skill sets may be needed for a given
project, but minimally required at best upon project completion. Of course, it makes no sense to invest
significant dollars into training and development for workers who aren't a
permanent fixture in the organization, unless safety compliance or other
critical issues may require such.
Realistically, though, who
is a "permanent fixture" in the lean organizations of today? The notion of lifelong employment with one company
has been an anachronism for quite some time. Yet, despite most companies'
fixations on cutting costs, many permanent employees, particularly those
considered "rising stars", get the best of professional development
at great cost to the company. It is
ironic that many of these individuals so often move on to more lucrative
outside opportunities after relatively short periods. There is not much incentive for loyalty in
today's often corporate environments.
Training, and
participation in related informational events, continues to be, in many cases, the
preserve of full time staff only. The
assumption is, of course, that casual workers are hired for given assignments because
they have been specifically selected for the skills and experience they already
have. This fact should not be a license
for exclusion.
Good, open communications
shown to all workers, even through such informal means as monthly get-togethers
to bring everyone in the loop, instills a sense of shared accomplishment and
teamwork which transcends specific learnings. There are often so many intangibles one
derives from even the most minimal training and team information-sharing, which
imbues the group with a sense of common purpose, and a shared understanding of
the company's culture, values and direction. With the enormous increase in home
based training businesses and inexpensive computer based learning resources on
CD, training does not have to be expensive or formal. Encouraging even casual workers to be
involved to some degree in communication sessions, and to improve their skills
by allowing them to utilize on-site resources, can be beneficial to all
parties.
High turnover is the obvious
result when casual employees are given no incentive to try to develop internal
relationships, new skills and responsibilities, because the message they are subtly
given is "you will never really be a part of things here". Training is an investment in one's human resources,
in both the real and perceived sense.
Even if employee development is absolutely minimal, with no actual
training costs, it makes a real difference.
Temporary and contract workers who could prove to be excellent potential
full time hires for future needs, might have more incentive to do more than
"just the minimal" if they felt more valued.