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IT team members you hired a few years ago may already lack the knowledge and skills needed to keep pace with advanced technologies and business practices. The solution is to provide ongoing training in areas such as cybersecurity, software development and specialized tools for generating artificial intelligence.
Will Clive, chief of people at technology workforce development company Pluralsight, said in an email interview that effective IT upskilling programs can equip employees with the technology literacy skills they need to drive organizational success. “Creating a tech-savvy workforce can close knowledge gaps, drive innovation and, if executed carefully, can have a significant impact on ROI.”
“We want our team members to be the best and most impactful throughout their careers,” Jonny LeRoy, senior vice president and chief technology officer of industrial supplies company Grainger, said via email. Our job starts with creating a culture of learning and embracing curiosity.” “As leaders, our goal is to empower team members so they can grow their careers and continue to learn new skills to adapt to the rapidly changing technology environment,” he explained. Grainger’s Engineering Effectiveness program is designed to mentor and connect team members to emerging architectures, engineering practices, tools, and instill a continuous improvement mindset.
Program development
The best way to start developing an effective training program is to align it with personal goals and the overall business roadmap, William Craig, director of information technology at business consulting firm Morgan Franklin Consulting, said in an email interview. “This means assessing each team member’s wants, needs and desires, as well as understanding the key technology initiatives within the organization,” he said. “By meeting your individual needs, you can maximize your participation in the training program.”
Craig suggested that education and training are necessary to maintain the competitiveness of IT staff. “Keeping your technology team up-to-date with the latest information, tools and methodologies is critical.” He believes teams need to “understand emerging technologies and best practices so that they can bring the most value to the organization through effective training programs.”
Training programs can be informal or formal, depending on team size, structure and company culture. “If the program includes regulatory policy training or ensuring cybersecurity practices are up to date, then it should be a formal program,” Craig said. “The key is connection—linking individual motivations to organizational needs while leveraging the expertise of the technical team.” This approach creates a comprehensive training program that delivers value at both the individual and company levels, he noted. “It prepares your team for future initiatives and provides growth opportunities using known resources.”
A structured, programmatic approach to skill improvement can make employees feel like their growth is achievable, Clive said. “Beyond simply delivering educational content, organizations must ensure employees are equipped with the tools to navigate learning resources and derive tangible value from them.”
A holistic development strategy driven by individualized plans provides a balance of technical and people skills, enabling the organization to meet the training needs of all team members. “Skilling programs should include different modalities, such as on-demand video content, instructor-led training and hands-on learning, to increase engagement and meet different learning preferences,” says Clive. “Dedicated learning time during work hours will ensure that progress remains a priority as teams focus on keeping up with work projects and upskilling milestones.” At the same time, training effectiveness should be regularly assessed through skills assessments and employee surveys.
Project leadership
Craig recommends that training programs should have the full support of IT leadership. “We recommend identifying an executive sponsor as well as a key person responsible for implementation.”
Senior leadership is especially important, LeRoy said. “Leading the program requires a combination of passion and practitioner expertise, so be thoughtful when choosing the right leader,” he advises. “While we ensure our programs are practitioner-led, collaboration with our HR training team also ensures consistency and alignment of our programs.”
Clive said leaders in technology, learning and development (L&D) and human resources need to work together to drive the success of IT upskilling and ensure that the program’s goals are aligned with those of the organization. “The collaboration of leaders in these groups and the communication they share creates a framework for employees to recognize the value of the program on both a personal and organizational level.”
LeRoy suggested that programs should aim to meet people’s needs. “For example, our Engineering Effectiveness program takes a variety of formats, including self-study and formal training, but focuses on immersion, pairing, siege… and learning new skills on the job.”
focus
The key to a successful in-house training program, Craig said, is to keep it flexible enough to meet immediate needs while being forward-looking enough to develop technical capabilities.
Clive added that building a culture of continuous learning while prioritizing employee skills development ensures the company stays one step ahead of the competition. “Organizations can develop the agility needed to navigate economic uncertainty and thrive in the years to come by proactively investing in employee skills development that is aligned with business goals.”
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