When you hire employees, especially Generation Z and the youngest millennials, you’re investing in the future of your organization. Contributing to their development is one of the smartest investments you can make. But too many companies overlook the basics when it comes to learning and development.
If you only focus on training to meet the specific tasks and requirements of a given job, you may be developing your employees as much as you think you are. Particularly when it comes to new employees switching to an unfamiliar role, or just-hired younger employees new to the workplace, they may lack foundational abilities you now take for granted. A study by the CollegeBoard found that employers find 26.2% of college students lack sufficient writing skills — and one fourth are generally poor communicators.
So before you train for job-related tasks, make sure your employees have these essential skills. Call them soft skills, call them life skills, or call them basic work skills, but these four are not only critical for success in your organization, but throughout a career. And whether the training is up to managers, team leaders or anyone else there are a number of tools to help get your employees up to speed:
1. Time Management
Of all the skills employees can and should have, time management is one of the most vital, no matter what the position or task. This is really a group of skills, including knowing how to prioritize, create a list of must-dos, create a workable schedule, delegate tasks, and know how to create downtime. All of these add up to employees being able to work efficiently and manage their time productively.
The best time managers are those who are never fazed by deadlines: give them a deadline and they’ll meet it, no matter what. They know how to focus on the most important tasks and limit the amount of time they spend on the less important ones. They can create and keep to a schedule because they know how much each task will take them.
Given that how to manage time varies greatly depending on teams and roles, team leaders and direct managers should be involved in teaching this particular skill. Young hires fresh out of college may have mastered the ability to keep up with classwork but will need to learn how to transfer the skill into the context of work. One effective approach: implement routines and incremental goals throughout tasks. These make it easier to segment the day into manageable chunks.
Team leaders and managers may find scheduling software helps: there are a number of different applications, such as When I Work, or a task management software like Asana or Centrallo. But don’t just leave it up to tech. Make sure to clearly communicate the priorities to employees at the start of each new task — and then help them figure out how to allocate their time more effectively.
2. Interpersonal Communication
Some employees will see more direct and immediate benefits from strong interpersonal skills, particularly if they’re in people-facing and communication-heavy roles. But whether employees are going to be giving a major sales presentation or relaying information to a coworker, interpersonal communication is always essential to get the point across.
The skill includes verbal, nonverbal and listening skills, as in being able to recognize emotions and see someone else’s side. Non-verbal communication involves being able to recognize the subtleties of body language, eye contact, and gestures, and look beyond traditional assumptions to understand what’s really going on. For instance, lack of eye contact is often misinterpreted as dishonesty when it’s actually shyness or nervousness.
Learning interpersonal skills is a personal process for most employees, and can be tricky with a brand-new hire or a person who’s naturally shy. As such, it’s best taught by mentors or team leaders with small, close-knit teams — provided that your team has the right dynamic to keep everyone comfortable.
You could start by teaching employees how to listen effectively, and recognize the different types of communicators — such as controllers, analyzers, supporters, and promoters. Each enters a conversation differently, and responds to a different listening and speaking style.
Gather the team and have each person take a personality test to find out what kind of communicator they are and what they value in communication. From there, compare notes: see how each team member tends to communicate, note the similarities and differences — and work on ways to better communicate with each other based on this new data.
If you need more avenues to foster stronger interpersonal communication among your workers, consider heading online. There are a number of classes for improving personal skills, including those recently listed on The Muse.
3. Written Communication
Writing is often just presented as one of the communication skills, but it’s likely better to set it apart and give it the focus it needs. This is a skill that’s undoubtedly critical in the workplace — the most valued, but perhaps the least utilized. Most of us can read and most of us can write in terms of knowing how to form sentences. But there’s an enormous gap between people who can write and people who are good at it.
The ability to write is among the top three most valuable skills to employers: 82% of employers want to bring in new hires with strong written communication skills, according to recent research by the National Association of Colleges and Employers. The cost of hiring poor writers can translate into as much as $2.9 billion each year spent providing remedial writing training for current employees. Add in new hires as well, and that sum rises to $3.1 billion. And no matter the promises of AI to help assist with writing, technology can’t fill the gap in terms of bad writing.
For employees in marketing departments and HR, for instance, written communication is usually a key part of the role. But the goal here is to enable all of your employees to build at least foundational writing skills — so emails are readable and a small brief or abstract is coherent. If you have employees with more potential, you’ll want to focus on helping them harness that with specific tools.
Writing skills training may entail mentors — who can help with overall polishing and tone. But managers and team leaders are often the last stage of screening before a product reaches a client — and will know what will or won’t pass muster. But when a team leader has bad habits, those will carry through onto the team. Teaching writing should be done by those who are skilled in it and by the tools that are specific to it.
Make sure the organization implements a clear and comprehensive style guide and provides it to all employees — sometimes poor writing is simply a matter of not knowing the rules. Set up periodic trainings on the standards of communication, presenting not only what’s expected of employees in terms of writing, but clear samples to model correct usage and style. Consider bringing in a writing coach to “workshop” pieces of writing with new employees: a hands-on, small-group setting is a great place to show what works and why. Reward good writing and share it so employees know what it looks like. But don’t punish mistakes: you don’t want employees who dread the process.
In the workplace, we often sense who is organized and who isn’t by the state of their desk: some keep their workspace tidy and with everything in its place; others keep it in a state of perpetual disarray. But organizational skills are far more than what meets the eye. They usually go hand in hand with strong time management skills (reserving time to straighten the desk is a simple example).
But organizational skill is also a matter of knowing all the steps to a task, being able to envision them and know how to complete them, who to bring in for different phases, and when to bring in a senior coworker for help over a hurdle. Organization is vital for any employee whose job includes overseeing, managing, project completion, or team leading. Likely, that’s nearly everyone — in some form. And it’s hard for employees to see — or convey — the big picture in terms of purpose and objectives if they don’t have the energy or ability to look away from the small stuff. But aligning with a greater sense of mission is a key part of employee engagement, particularly among younger employees. And it doesn’t mean anything if you can’t see the forest for the trees.
Organizational training is usually team-specific, sometimes department-specific. For example, the organizational process that works for marketing workflows isn’t necessarily well-suited to engineering; bringing in an outside expert on calendar and schedule management won’t necessarily work for employees whose tasks have to be completed within a single day.
Direct supervisors are often the ideal choice for organizational training, with backup support from experienced team members. They know the strengths and weaknesses of their team — and are typically the ones who need to connect the dots or undo a snafu.
The trend to remote working may call into question the need for a tidy desk for some — but it’s the mentality that needs to be emphasized here, and remote teams certainly need to learn how to be organized. Starting by training how to create a routine and a schedule — and stick to it — creates a framework for other facets. Employees need to know where they need to be, what they need to be doing, and when they need to get it done. Begin with a daily schedule of the top three or four tasks for a given day, then increase with more tasks, over time, as the team masters what needs to be completed.
This is where you may see a spark of recognition from new employees, particularly those just out of school — who suddenly see the similarities between meeting deadlines for schoolwork, which is mostly done individually, and completing tasks with coworkers as a team. Each has a part to play; each can contribute to the overall completion. Then, start tailoring the organizational methods to best meet the specific nature of a particular team or department. Just make sure skills are taught consistently, regardless of personal management styles or functions. As teams become more cross-functional, it’s key your employees have a shared language and skillset to draw from.
Work and Life Skills, Integrated
The World Health Organization notes that we spend one-third of our adult lives at work. That means what we do and know how to do at work inevitably has a huge impact on the way we live our lives. Employers have a responsibility to invest in their people for countless reasons, but this is key. Essential skills don’t stop at the office. We want and need to develop employees who can rise to challenges, as they have the skills to draw from, whether in life or at work.
These are the people who keep your organization going at crunch time: they know how to schedule, how to communicate, how to write, and how to stay on top of the workflow. And they become comfortable enough in their abilities to help coach others on these vital skills as well. It’s an investment that pays off for generations.