On-the-Job Learning and Employee Growth
I’ve noticed a consistent thread among our conversations as I attend networking events and speak with business owners and executives. Employers across industries continue to voice a common frustration: they struggle to find talent with the right skills to fill their open positions. The term “skills gap” appears in business literature nearly every week in 2024 – including Forbes, Business Week, Inc, and other publications – with companies in manufacturing, retail, and professional services feeling the pinch.
But is this gap a lack of talent or a lack of perspective on talent development?
Employers increasingly seek predictive measures of performance relying on experience in specific industries and within roles with the same title and experience. “Entry level” jobs require some degree of experience in some cases, and considered candidates should already hold certain certifications or licenses. Moreover, employers use assessments such as the Predictive Index or Criterion to qualify candidates to have them meet certain cut scores related to personality, aptitudes, or other measures – oftentimes erroneously making judgements during selection.
According to the latest jobs report, the highest non-farm hiring occurred in hospitality (restaurants), government, healthcare, and social assistance (source: BLS Jobs Report). Interestingly, many of these roles—especially in government—emphasize on-the-job training, which has long been a staple of military recruitment and readiness.
The Military’s Model: Potential Over Perfection
Consider military positions as a prime example of the power of on-the-job training. Soldiers do not enter the military already knowing how to fire a rifle, pilot a plane, or operate complex machinery like a nuclear submarine. Through systematic and rigorous training programs, subject matter experts train recruits in everything from the basics of military conduct to the specialized skills needed for advanced positions.
Dr Travis Goodson, an Industrial-Organizational Psychologist and Task Force Commander in the US Army, states, “The military has a highly sophisticated career development pipeline with continuing education across one’s tenure in the military. First example: an Infantry Officer first goes to Basic Combat Training (BCT), then Officer Candidate School (OCS), then the Basic Officer Leadership Course (BOLC) specific to the Infantry Military Occupational Specialties (MOS); a few years later, this same Officer goes to the Maneuver Captains Career Course (MCCC), then after command, they go on to attend their Intermediate Level Education (ILE) to prepare for strategic command positions across the Department of Defense. The curated Professional Military Education (PME) specific to each military branch and occupation is the bedrock of the institution, providing the theoretical tools and systematic frameworks Military Officers need to effectively lead within the organization; however, the PME is always accompanied by a position that enables the leader to exercise their knowledge and skills in a role relevant to the education and training they receive.”
In my own family, I’ve seen this process firsthand. My father had no experience in mechanics when he entered the military. Still, he became a skilled aircraft mechanic during the Vietnam War through targeted training and on-the-job learning. The military saw his potential, assessed his learning style, and provided him with the knowledge and skills to succeed in that role. Indeed, in recent years, we have seen some employers, such as those within the Build Submarines program through Blue Forge Alliance, send their fledgling workers to training centers, which includes the Technology & Manufacturing Association of Illinois (TMA), to learn CNC machining, metrology, and other machinist stills. Could more employers apply a similar approach?
Leveraging Transferable Skills and On-the-Job Training
Employers can bridge the skills gap by shifting the focus from hiring candidates with pre-existing, narrowly specialized skills to developing talent from within, leveraging transferable skills and on-the-job training. While companies wish to de-risk the hiring process by finding ready-made talent, they may increase their risk by hiring myopic specialists or an inflexible workforce who cannot adapt to the constant flux of change. Consider candidates’ interests and abilities to learn over their existing knowledge of an industry or position, which they can gain through onboarding and development. Many organizations overlook the potential to train their current or new employees by emphasizing practical, hands-on learning and coaching from incumbent workers or subject matter experts (SMEs).
Companies can implement highly effective training programs using the New World Kirkpatrick Model of Training by focusing on real-world applications. This model emphasizes learning in a classroom setting and applying skills directly on the job, with continuous coaching and mentoring from more experienced workers. This results in a workforce that learns while doing and becomes highly engaged in their roles, often with the ability to craft their jobs and share in decision-making. By creating environments where employees can continuously learn and apply their knowledge, companies reduce reliance on external recruitment to fill specialized positions and instead cultivate the necessary skills in-house.
Maintaining Motivation: The Power of Grit and Mindset
Of course, the success of such a training program depends not only on the availability of learning opportunities but also on maintaining employee motivation. This is where Goal-Setting Theory, developed by Locke and Latham, comes into play. According to their research, setting clear, achievable, and challenging goals increases motivation and performance. Employees who have specific, challenging goals will more likely stay engaged and work toward their development, particularly when they can see the direct connection between their efforts and outcomes.
Goal-setting can be further bolstered by promoting a culture of grit and a growth mindset, concepts championed by Angela Duckworth and Carol Dweck. Duckworth’s research highlights that grit—the combination of passion and perseverance – plays a critical role in achieving long-term success, even more than talent alone. Meanwhile, Dweck’s work emphasizes the importance of fostering a growth mindset, where individuals believe they can develop their abilities through dedication and hard work.
By cultivating these traits, employers can ensure that employees remain committed to their professional growth, particularly in environments that provide continuous learning and development through initiatives like on-the-job training. This helps bridge the skills gap and creates a resilient, adaptable workforce capable of meeting future challenges.
Building a Learning Culture: Opportunities for Growth
To make the most of these strategies, organizations must foster a culture of learning and community-building. To accomplish this, consider how elementary schools, youth organizations, high schools, and colleges/universities create effective groups to facilitate learning and social connection. After all, all current generations in the workforce came from these institutions, and many participated in extracurricular activities. Companies can allow the formation of organized special interest groups within the company, where employees can learn new skills together. For example, a company could start a Spanish-language learning group to help bridge communication gaps between employees who speak different languages. This would not only fill specific skill gaps but also promote diversity, inclusion, and camaraderie among team members.
Creating such spaces for learning and connection—through formal training programs or informal groups—encourages employees to take ownership of their development and fosters a workplace culture where growth is expected and supported. People without perceived organizational support will find it difficult to have a growth mindset and a feeling of ownership. Expectations and support must come from senior leadership, who should communicate the importance of career and personal growth, the prioritization of funding to support employee learning, and an allotment of time for development. This perceived support can provide the organizational engagement and commitment that can solve the talent void.
Do You Have a Learning Culture?
Many privately-owned business owners, executives, and nonprofit leaders share worries about labor shortages, hybrid work, skills gaps, and retaining great talent. This short scorecard might shine a light!
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