Continuous learning

The fact is (as clichéd as it may sound) that in today's business environment, change is the only constant. The nature of the work we do changes, the needs of our customers change, the way we get the job done changes - and the pace at which change is taking place is only getting faster.

How do we cope? As a business we cope by being aware of the changes taking place, having flexible systems in place and most importantly having people with the skills and knowledge to adapt at breakneck pace.

Understanding that having people with the requisite skills and knowledge, is critical to a business surviving in an ever-changing environment, the question then becomes how does one, as a business manager, ensure that the people in your business have those requisite skills and knowledge?

One of the answers is continuous learning! The business dictionary defines Continuous Learning as the process that seeks to incorporate the lessons learnt (from the results of already implemented changes) into a continuous improvement program.

It's not just about attending a course in a formalised classroom environment, completing the course, going back to work for a while, finding another course to attend and then going on that course; in an ever repeating cycle. Continuous Learning is about understanding the challenges the business is faced with, understanding the challenges the individual him/herself is faced with and devising a staff development strategy to overcome those challenges.

What should this strategy look like at a very high level?

1. Assess the competency of your staff: Do your staff have the necessary technical subject matter knowledge to perform their functions. Technical ability covers both the knowledge of the work they do as well as knowledge of the tools they use.
   
2. Determine whether you hire someone new or train someone you have: Based on step one, you now need to determine if the staff members evaluated require training, are trainable, want to actually be trained or whether you need to hire someone from outside the firm to perform the job.
   
3. Getting people trained: Once you have determined that your staff members should be trained and the type of training needed, you then need to get them trained.
   
4. On-going development: Once they have been given the formal training needed, they then need to be continuously assessed to ensure that the training has been beneficial. You should also implement a requirement that all staff are members of a professional body and that they be active members of that body.

1. known the short-comings of the outgoing bookkeeper;
   
2. been able to ensure that the short-comings were rectified;
   
3. known if the receptionist was best placed to take-over;
   
4. known who in the firm was ideally suited to take-over from the bookkeeper if not the receptionist;
   
5. known the extent of training required to get the internal replacement up to speed;
   
6. known if they should hire someone external;
   
7. had access to a professional body who could assist them in filling the gap left by the outgoing bookkeeper; and
   
8. known which third party providers were best placed to assist them with training.