Slovakia
Almost all of us want to grow and develop. Your employees too. But between “I want to move forward” and “I’m really working on it” there is often an invisible and at first glance insurmountable barrier. We don’t have time. We don’t have money. We don’t have the energy after work. And so we postpone self-development and education indefinitely.
It is natural for companies to expect performance, flexibility, and the ability to respond to change from their employees. Most employees also need the reassurance that they will not stand still.
The good news is that these two worlds are not mutually exclusive. Education as a benefit does not have to cost thousands of euros. Often, it is enough to remove the aforementioned barriers that prevent people from getting started.
Why don't people get educated even though they want to?
People don't learn because it's complicated. At least that's how they perceive it. Traditional courses tend to be expensive, time-consuming, and often disconnected from practice. If an employee has to sacrifice their free time or invest their own money without a clear result, their motivation approaches zero. And this is where the space for companies arises - not as a provider of expensive courses, but as a facilitator of development.
"Today, there are models that work even without large budgets. One of the most effective solutions is microcourses. These are short, specific lessons that often take place online and take a few minutes a day. They can bring real skills without the employee having to be absent from work," says Lívia Bachratá, Director of Public Affairs at Edenred.
Similarly, an internal library, whether digital or physical, works. Access to quality publications, podcasts, or courses is often enough to get people started developing on their own, at their own pace.
Internal resources
A very powerful, but often underestimated tool is internal sharing of know-how. Every company has people who are experts in their field. All you need to do is give them space and create conditions where colleagues can share their experiences. A workshop from a colleague often has a greater impact than an external trainer – it is concrete, practical and immediately applicable.
"Mentoring works similarly. An experienced employee helps a less experienced one grow, without much cost, but with a huge effect," continues L. Bachratá.
And then there's another simple, yet surprisingly effective tool: time. So-called "learning hours," or time set aside for learning during working hours. Learning hours can remove one of the biggest barriers - that people don't have time to develop and complete their education.
Education as a tailor-made benefit
Education as a benefit is also about how the company sets up and communicates this benefit. If an employer wants to support the development of its employees, they must give them a real choice. Some want a language course, others a professional certificate, others need to develop soft skills such as communication or time management.
Flexibility is key. A benefit that an employee can tailor to their needs and capabilities is much more valuable than a one-size-fits-all solution.
"Employees today increasingly perceive benefits as part of their personal and professional development. Data from our surveys confirm that the opportunity to learn, improve their skills or acquire new competencies is among those that have a long-term impact not only on performance, but also on satisfaction and loyalty," confirms L. Bachratá.
Communication method
Companies often make the mistake of talking about education as a need or benefit but not showing its results. However, people are most motivated by stories, something that has a real basis, something they can imagine.
Internal success stories, i.e. specific examples of people who have advanced thanks to education, can change the perception of the entire benefit.
When an employee sees a colleague who has learned a new language, earned a certificate, or moved up to a higher position, it increases their motivation to become part of a success story.
Education as a reward
And there's another interesting effect: it turns out that companies that offer training as a reward for achieving some goal or result are the closest to their employees actually developing. This is confirmed, for example, by the PayWell salary and benefits survey. "Companies that view education as an investment in people have understood that this is a path that is beneficial for both parties, the employer and its employees," confirms the expert from Edenred.
Training is a tool to keep people motivated, ready for change, and loyal. It doesn't have to be complicated or expensive. It usually just takes removing barriers, giving employees space, and showing them that their growth matters. When a company supports the growth of its people, it grows with them.
