leadership style

11 traits you need to be a highly effective leader

Simone Wu — Mon, 06 Jan 2025 19:00:00 +0000

11 traits you need to be a highly effective leader Simone Wu

Being a leader is not about your job title or years of experience. It’s a mentality. It’s also the way you work and carry yourself. A leader is also a coach, a decision maker and a visionary.

The way leaders behave and treat employees on their teams directly impacts company culture, employee engagement, and a company’s ability to retain and attract talent.

Not everyone is a born leader; like any expertise, leadership skills can be learned and honed. It is essential to know that a leader's effectiveness is also dependent on the amount of influence and support you get from people in your team.

You should never assume that people you work with would automatically follow your lead and respect your decisions just because you are in a leadership role. Your immediate supervisor already has your back because they hired you. You need to win over your peers, direct reports and the wider team members.

Whether stepping into a leadership position from an individual contributor role or looking to progress in your career, here are 11 leadership qualities, characteristics and traits you can adopt.

1. Acknowledge, appreciate and give credit

Great leaders publicly express appreciation and acknowledge their team for their contributions. When you show appreciation for team members’ contributions and provide positive feedback, you help encourage a positive work environment.

To inspire employees to give their best, they need to know that they are on the right track, and that their work will be valued and appreciated. Find ways to celebrate your team’s achievements, even through a simple “well done”.

Do it consistently and deliberately. Praises for minor reasons, and frequent praises can come across as insincere and even demotivate others.

2. Active listening

After resigning in 1985, the late Steve Jobs said he returned to Apple as a humbled and better leader – and former Apple CEO John Scully credited much of this to his newfound ability to listen.

While setting ground rules or implementing new approaches to various work processes is essential, taking a step back and listening to your team is also highly crucial. A good leader must stay attuned to what is going on with their team and company to make informed decisions.

To be a great leader is to be a great communicator – and great communicators listen. Good leaders are proactive and intuitive listeners. To be an active listener, you must never interject or interrupt, always maintain eye contact, and use visual cues like nodding to show you genuinely listen. Employees want to feel listened to, not patronised or, even worse, ignored.

3. Communicate effectively

Communicating clearly, concisely and tactfully is a crucial leadership skill. Communication involves more than just listening attentively to others and responding appropriately.

It also includes sharing valuable information, asking intelligent questions, soliciting input and new ideas, clarifying misunderstandings, and being clear about what you want. The best leaders also communicate to inspire confidence, drive motivation and energise their employees.

4. Show commitment

No one likes to work for a non-committed leader or in a non-committed team. Your commitment as a leader can help foster team spirit that will differentiate an outstanding team from a mediocre one. A committed leader is more likely to gain their team’s trust. Importantly, showing commitment keeps team morale high.

5. Embrace failure

Failure is part of success, and good leaders don’t shy away from failure – they use it as an opportunity for growth. Whether it’s a personal setback or a challenge within your team, understanding moments of failure is helpful as it encourages your team to improve and innovate.

Encourage your team to embrace failure by publicly acknowledging your setbacks and sharing how you grew from every situation.

6. Invest in your team’s future

A clear career progression plan is essential to employees. Along with planning your direct reports’ career paths in the company, a good leader also creates leadership opportunities for their direct reports. Leaders need to invest in their team by rewarding good work with appreciation, respect and opportunities for growth.

Creating entry-level, low-risk leadership opportunities empowers team members and allows them to practise leadership without too much pressure. Challenge them with high expectations, encourage them to be creative, and show innovation. Communicate clear goals and deadlines to your team, and give them the autonomy and authority to decide how the work gets done.

These opportunities can be as simple as leading a meeting or team-building activities, which can help build vital confidence in your team. From these activities, they can also get feedback from you about their leadership capabilities.

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7. Lead with empathy

Empathy is a complex skill to quantify. Being empathetic is to be able to see and understand situations from various viewpoints of employees of different seniority in the company, and comprehend the consequences of their decisions on everyone in the company. It also means that the leader can look beyond to inspire, encourage and strategies in ways that will motivate employees at all levels.

The COVID-19 pandemic highlighted the role empathy plays in an organisation. It emphasised the importance of compassionate leadership and showed how building open and sincere relationships between managers and their reports directly impact workplace culture. Compassionate leadership creates a psychologically safe workplace where employees are not afraid to discuss difficult topics.

8. Demonstrate integrity

A leader with integrity draws on their values to guide their decisions, behaviour and dealings with others. They have clear convictions about what is right and wrong and are respected for being genuine, principled, ethical and consistent. They have a strong sense of character, keep their promises, and communicate openly, honestly and directly with others.

9. Act objectively

A successful team leader is an objective leader who can understand various points of an argument or discussion while reaching goal-oriented solutions. Objective leaders can also access external factors to reach fair decisions that sit well with the whole team. Team members will also know that decisions are fair and just rather than based on preferences or other factors.

10. Lead by example

As a leader, the best way to build credibility and gain the respect of others is to set exemplary examples. Demonstrate the behaviour that you want people to follow. If you demand a lot from your team, you should also be willing to set high standards for yourself. Aligning your words and actions will help build trust and make your team more inclined to follow your example.

11. Share their vision

Having a strong company vision and effectively communicating that vision can help employee engagement remain high and drive the organisation forward. A leader with a vision clearly knows where they want to go, how to get there, and what success looks like.

Be sure to articulate your vision clearly and passionately, ensuring your team understands how their efforts contribute to higher-level goals. Working toward your vision with persistence, tenacity, and enthusiasm will inspire others to do the same.

Share your vision early and often, and set clear team goals that support this. If team members approach you for advice, give your input and don’t be afraid to make the hard decisions. The more decisive and transparent you are, the easier it is for employees to contribute to your vision.

Talent Trends 2024: Discover the latest in workforce trends

Our survey report covers career insights that talent leaders and hiring professionals need to know to attract and retain talent. This survey report findings are based on responses from 12,940 job seekers, employees and employers across Asia Pacific. Download our report or use our interactive online tool to gain deeper, up-to-date insights into the current talent market.

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9 common mistakes hiring managers should avoid in job interviews

Simone Wu — Thu, 07 Mar 2024 06:01:33 +0000

9 common mistakes hiring managers should avoid in job interviews Simone Wu

Finding the perfect candidate feels like winning the lottery – exhilarating, validating, and a little bit lucky. But before you pop the champagne, remember: just like the lottery, the job interview process comes with its own set of pitfalls.

Hiring mistakes costs companies big bucks, wastes resources, and fosters the wrong team dynamic. So, how do you avoid these landmines and ensure your next interview leads to a rockstar hire, not a recruitment regret?

Let’s explore some common interview mistakes hiring managers make and how to steer clear:

9 common pitfalls hiring managers should steer clear of during interviews

1. Winging it

You haven’t reviewed the candidate’s resume, researched their career background, or prepared insightful questions. This screams unprofessionalism and disrespect for the candidate’s time. Hiring managers should go to job interviews prepared with a structured interview plan and tailored questions for an effective hiring strategy.

As a hiring manager, familiarity with the candidate’s background allows you to tailor questions that probe beyond the surface (think situational questions), revealing depth and potential. Preparation demonstrates respect for the candidate’s time and showcases the professionalism of your organisation.

2. Talking at, not with, the candidate

You spend the entire time presenting the company and listing responsibilities, leaving no room for genuine dialogue with potential candidates. Remember, this is a two-way street. Let the candidate ask questions and showcase their potential.

3. Turning it into an interrogation

Your questions are aggressive, judgmental, or pry unnecessarily into personal matters. This hiring mistake creates a hostile environment and alienates potential hires. Maintain a professional and respectful tone throughout.

4. Avoiding unconscious biases

A critical yet often overlooked aspect of the recruitment process is the potential for bias. Bias in interviewing someone, whether based on gender, age, ethnicity, or even alma mater, can inadvertently influence a hiring manager’s decision, sidelining potentially excellent candidates.

Here’s how to neutralise them:

Blind resumes: Consider masking identifying information like name, age, and location until later stages. It forces you to focus on relevant skills and experience.
Standardised questions: Develop a set of job-specific questions for every candidate, ensuring a fair and consistent assessment.
Diverse interview panels: Include team members from different backgrounds and perspectives to mitigate individual biases and gain well-rounded insights.
Focus on behaviour, not attributes: Ask questions that explore past actions and achievements relevant to the role, not personal opinions or beliefs.
Be mindful of non-verbal cues: Don’t let unconscious reactions based on appearance or mannerisms influence your judgment. Focus on the content of their responses.

The best candidates might not tick every box on your list, but they possess the skills, experience, and potential to thrive in your role and contribute to your team’s success.

By actively removing bias from your hiring process, you open the door to a broader talent pool and increase your chances of finding that perfect match.

5. Undervaluing the importance of soft skills

Technical prowess can get a candidate through the door, but soft skills are what enable them to navigate the room effectively.

Communication, teamwork, adaptability, and problem-solving are crucial for any role. Overlooking these during the job interview can lead to hiring a candidate who excels in their tasks but struggles in a collaborative, dynamic work environment.

Incorporate questions that draw out these skills, like asking for examples of how they’ve overcome obstacles or worked effectively in a team. Soft skills, intangible qualities like communication, problem-solving, and teamwork, are the glue that holds successful teams together.

Don’t underestimate the power of a candidate who can communicate clearly and concisely, both verbally and in writing. Look for someone who actively listens, asks insightful questions, and can express their ideas persuasively.

A team player who thrives in collaborative environments readily adapts to change and demonstrates a willingness to learn is invaluable. Remember, technical skills can be honed, but soft skills are often inherent and challenging to teach.

Prioritise candidates with soft skills that complement your existing team and drive a positive, productive work environment.

6. Overlooking cultural fit

Cultural fit is the secret sauce to long-term employee satisfaction and success. A candidate might tick all the technical boxes, but if they clash with the company’s core values and culture, friction is inevitable.

This doesn’t mean seeking clones; diversity in thought and background enriches a team. However, ensuring alignment in fundamental values and work style is key. Engage in discussions that shed light on the candidate’s views on collaboration, innovation, and work ethics to gauge compatibility.

7. Making snap judgments

First impressions matter, but basing your entire decision on the initial handshake or the first few minutes of the job interview is risky. Bias, whether conscious or unconscious, can cloud judgment. Allowing the interviewing process to unfold fully is crucial, giving the candidates ample opportunity to present themselves. This approach mitigates the risk of passing over a potentially great fit for the team due to initial misjudgments.

8. Not selling the role and company

Remember, a job interview is a two-way street. Candidates are assessing your organisation just as much as you’re evaluating them. Failing to highlight the benefits of the role, the growth opportunities within the company, and the culture can lead to top talent choosing to go elsewhere. Share what makes your organisation unique and why it’s a place where they can thrive and develop.

9. Skipping the details

Glossing over the specifics of the role or needing to be more transparent about the challenges it entails can set up both the new hire and the team for frustration.

A clear understanding of the day-to-day responsibilities, the team dynamics, and the broader goals of the position helps candidates gauge whether they’re a good fit. This clarity can prevent mismatches and ensure the selected candidate is ready to hit the ground running.

Post-interview mishaps

Ignoring follow-up: Post-interview follow-up is not just a courtesy; it’s a reflection of your organisation’s professionalism.

Ghosting candidates: Leaving applicants hanging without any communication after the job interview reflects poorly on your company’s professionalism. Send a timely update, regardless of the decision, and offer feedback if possible.

Failure to provide feedback or communicate the next steps in a timely manner can leave candidates with a negative impression, potentially deterring them from considering future opportunities with your company. Even a brief update can make a significant difference in maintaining a positive relationship with candidates.

Slow decision-making: You take weeks, even months, to decide, leaving candidates frustrated and potentially accepting other offers. Have a defined timeline for the hiring process and stick to it.

Failing to debrief your team: You forget to discuss the candidate selection process with other team members, leading to inconsistent feedback and missed opportunities to identify the best candidate. Schedule a debrief session to compare notes and make informed decisions.

The takeaway

The job interview process is a delicate dance, requiring preparation, insight, and a touch of finesse. By avoiding these common mistakes, hiring managers can not only improve their chances of finding the right candidate but also enhance the candidate’s experience and perception of the company.

It’s about creating a process that is thorough, respectful, and reflective of the company’s values, and every interview is an opportunity to build your brand in the eyes of potential employees.

Approach it with the seriousness it deserves, and you’ll pave the way for a team that’s skilled and aligned with your company culture and organisational goals.

We recruit on behalf of the world's top companies. Fast-track your success with the right team. Explore how we can quickly match you with top talent.

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Simone Wu

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Why should someone be led by you?

Naren Sankar — Thu, 01 Feb 2024 08:24:58 +0000

Why should someone be led by you? Naren Sankar

As we are in performance appraisal season, it is crucial for leaders to engage in introspection. This process is not just about operational and business results; it is a chance to reflect on your leadership qualities and how they influence your team and business success.

It’s always a great chance to reflect on the year just passed, consider the learnings for you and your team and then agree to a plan of action moving forward. Of course a lot of this tends to focus on operational issues, particularly targets – and is very often centred on business and results.

Related: Building your personal brand

The importance of self-assessment in leadership

During appraisals, as a leader, you really are both the appraiser and the appraised. This dual role provides a unique opportunity to evaluate your leadership impact over the past year. It is also vital to look beyond mere operational achievements and delve into the leadership skills you have honed or faced challenges with.

The key question: Your leadership value proposition

I am a big believer in all leaders really understanding themselves and what they bring to a leadership role. So, you need to ask yourself - What are the three reasons why someone should be led by you?

Identifying these reasons can be challenging, yet it is a powerful exercise in self-awareness and leadership development. These reasons should resonate with authenticity and passion, reflecting the core strengths that make you a unique leader.

Practical steps to identify your strengths

1. Reflect on past feedback from teams and peers.

2. Assess areas where your guidance has significantly impacted your team's success.

3. Consider what makes your leadership approach unique and effective.

Incorporating leadership traits into your role

Every leader has a set of inherent traits that define their leadership style. Whether it is effective communication, empathy, or strategic thinking, identify and cultivate these traits. This self-awareness not only enhances your leadership but also makes you a more appealing leader to current and potential team members.

Once you have identified your three key reasons, develop an action plan to further strengthen these qualities. This might involve targeted training, seeking mentorship, or setting specific leadership goals for the coming year.

Finally, you must really live up to these three reasons every single day. It is not enough to identify your strengths; you must embody them in all your actions. This commitment to your leadership qualities also fosters a diverse and dynamic team environment, where each member feels valued and motivated.

My 3 key reasons

To give you a starting point, here are my three key reasons:

1. I have a proven track record in growing businesses and can mentor you to do the same.

2. Your personal development is my passion, and I'm committed to helping you improve your business skills and as an individual.

3. My approach is anchored in honesty and fairness. You may not always like it, but it will always be honest and fair.

I encourage you to undertake this exercise and share your insights. Reflecting on why someone should work for you not only benefits your team but also contributes to your evolution as a leader. I look forward to hearing about your journey and the impactful reasons that define your leadership.

Fast-track your success with the right team. At Michael Page, we recruit on behalf of the world's leading companies. Discover how we can match you with top candidates to enhance your team's performance.

Andy Bentote

Navigating hybrid work: Redefining traditional work patterns for success in the changing talent landscape

Naren Sankar — Fri, 30 Jun 2023 08:18:41 +0000

Navigating hybrid work: Redefining traditional work patterns for success in the changing talent landscape Naren Sankar

In this era of unprecedented change, traditional work patterns are being redefined. Hybrid work models have emerged as one of the most important factors that motivate talent when it comes to choosing the workplace of their choice.

Some 76% of people in the Asia-Pacific region said hybrid working is the most important aspect of flexibility, of which 72% of people surveyed in Vietnam felt the same way, according to our Talent Trends 2023 ‘The Invisible Revolution’ Report..

The shift toward hybrid work environments marks a shift in how people perceive their professional lives. Workplaces are transitioning from solely focusing on physical presence to prioritising individual well-being and human connections.

A shift in work dynamics

The global pandemic has acted as a catalyst for adopting hybrid working. While some employees still desire to work from the office, forward-thinking business leaders are implementing substantial changes to support hybrid work arrangements while preserving their company culture.

Hybrid working models enable individuals to work from home for a portion of the week while reserving the option to return to the office when necessary. This arrangement became an integral part of the lives of millions of people.

While some individuals still prefer to work in the office, many employees are now embracing the concept of hybrid working. This work model accommodates in-person and remote work, allowing for greater flexibility and a more balanced approach to work-life integration.

Benefits of hybrid working for employees

Hybrid working offers numerous advantages for both employers and employees. Unlike the traditional on-site work model, hybrid work allows employees to manage their working hours more flexibly and work remotely.

Here are some benefits that employees experience from hybrid work:

1. Improved work-life balance: Employees with hybrid work schedules and locations have greater flexibility, making it easier to balance personal and professional commitments.

2. Efficiency and autonomy are improved: Employees in hybrid work arrangements report more efficient time use. They can structure their workdays according to their productivity patterns.

3. Burnout mitigation: Hybrid work allows employees to take breaks when needed and manage their energy levels more effectively.

4. Higher productivity: A hybrid work environment means employees can focus on individual tasks without distractions while collaborating and building relationships at the same time.

5. Reduced commuting and travel expenses: Hybrid work reduces daily commuting, resulting in significant savings on transportation costs, including fuel, parking fees, and public transportation.

Click here to check out work-from-home or hybrid roles on our job portal.

Unlocking cost savings for employers: Redefining office space

Implementing a hybrid work model can yield substantial cost savings for organisations. With less dependency on extensive office spaces, businesses can significantly reduce their real estate investments.

Besides moving to smaller office spaces, some organisations have redesigned their office space with lesser tables and created more collaborative spaces where employees can come together for various discussions.

This shift in office space requirements enables companies to redirect funds toward cutting-edge technologies that support flexible working hours.

On the other hand, employees save on commuting costs and have more time to work and rest.

Embracing the hybrid work model for strategic advantage

As the business landscape evolves, companies are embracing the hybrid work model as a strategic advantage over their competitors by leveraging the following factors to reach a wider group of candidates:

Overcoming geographical limitations: Providing hybrid work options allows organisations to attract applicants from faraway states or rural areas, expanding the talent pool beyond the immediate vicinity of their physical location.

Increased diversity and inclusion: Incorporating hybrid work arrangements creates opportunities for individuals facing barriers to traditional office-based employment, resulting in a more diverse and inclusive workforce.

Enhanced candidate attraction: Work-life balance and flexibility are critical for candidates. Hybrid work arrangements allow candidates to achieve this balance, making the organisation more appealing to them.

Improved retention and productivity: Flexible work schedules are significant productivity drivers on-site and off-site. Workers with flexible schedules report higher productivity and focus. Organisations can positively impact retention rates and productivity by offering hybrid work arrangements.

Strategic advantage in hiring: Competition for top talent is fierce, so organisations that offer flexibility and autonomy are more likely to attract and retain them. Companies can be more competitive in the talent market by adopting hybrid work arrangements.

Empowering employees and enhancing work-life balance

Hybrid work is more than just a change in the physical location of work. It represents a shift toward secure, intuitive, and immersive work experiences that transcend boundaries.

Automation and AI tools and technologies facilitate more productive work experiences for remote teams, empowering them to interact seamlessly from anywhere in the world.

To fully realise the potential of the hybrid work model, organisations must ensure secure and seamless access to apps and tools, fostering a culture that embraces this new way of working.

Maintaining and improving employee engagement

Employee engagement is paramount for any company’s success, and the hybrid working model presents an opportunity to sustain productivity and well-being.

There are several strategies you can implement to boost employee engagement when you have both on-site and hybrid-working employees. Here are some steps you can take:

Provide specialised support to managers: Managers play a crucial role in fostering employee engagement, so it’s essential to support them with technical onboarding and training. This support will enable them to effectively navigate the challenges of managing a hybrid team while addressing their team’s social and emotional needs too.

Foster emotional connection and team bonding: When proximity is lost in the office, finding ways to foster team bonds and emotional connection is essential. Build trust and support within a team by encouraging shared commitments and mutual expectations.

Facilitate frequent check-ins: In a hybrid setup, managers should create spaces for team members to share and connect. Encourage staff members to provide life updates, share experiences, and share their thoughts and concerns through regular check-ins during staff meetings.

Encourage in-person interactions: Provide virtual engagement and collaboration with technology tools. Use video conferencing platforms for meetings, presentations, and team discussions. Enhance virtual collaboration by using chat platforms, collaborative document editing, and project management tools.

Leverage technology for virtual engagement: Using video conferencing tools for meetings, presentations, and team discussions. Using chat platforms, collaborative document editing, and project management tools to enhance virtual collaboration.

Recognise and appreciate achievements: Recognising and appreciating both on-site and hybrid-working employees is crucial to engagement. In order to reinforce a positive work culture, recognise individuals in public through virtual shoutouts, newsletters, or company announcements.

Potential challenges of implementing hybrid working arrangements

Implementing hybrid work in an organisation also brings various challenges that need to be addressed for a smooth transition and effective operation. Here are some potential challenges of implementing hybrid work:

Communication: When working in a hybrid environment, clear communication can be challenging, leading to misunderstandings, reduced collaboration, and diminished productivity. Communication channels need to be established, and team members should be encouraged to communicate.

Coordination: In a hybrid team, coordinating tasks and projects can be challenging. It is important for companies to use project management tools, establish transparent workflows, and define roles and responsibilities to improve coordination and productivity.

Connection: Building and maintaining a sense of connection and belonging among hybrid teams can be complex. Remote employees may feel isolated or disconnected from the company culture and their colleagues. Organisations should prioritise team-building activities, promote virtual social interactions, and create opportunities for informal conversations to foster connection and maintain team cohesion.

Creativity: Creative brainstorming and spontaneous interactions that often lead to new ideas may be challenging in a hybrid workplace. To foster creativity within hybrid teams, organisations must explore virtual collaboration tools, set aside time for creative activities, and share knowledge.

Culture: Maintaining a consistent organisational culture in a hybrid work environment can be challenging. When team members work remotely or have varying schedules, it can be tough to establish and reinforce the desired culture and values. Companies should define and communicate their culture clearly, encourage inclusive practices, and ensure that the company’s values are consistently communicated across all work settings.

Organisations should use a checklist to assess their progress in addressing the above five points. This will help leaders identify areas that require improvement and guide them in implementing strategies tailored to their organisation’s needs.

It is important to note that the challenges of implementing hybrid work may vary depending on the specific context, industry, and organisational culture. Therefore, organisations should proactively identify and address their unique challenges to successfully transition to a hybrid work model.

Integrating the hybrid work model

As we embrace the future of work, it becomes evident that the hybrid work model reshapes traditional notions of employment. Companies must embrace this evolution, integrating it into their culture and leveraging its advantages.

The office is no longer the sole hub of productivity; it is now a dynamic space that harmonises the unique contributions of on-site and remote workers. By harnessing the power of hybrid work, organisations can unlock the full potential of their on-site and remote workforce to act, driving innovation and success in the future.

Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency.

Michael Page

leadership style

How to build a learning culture in your business

Naren Sankar — Fri, 21 Apr 2023 13:49:41 +0000

How to build a learning culture in your business Naren Sankar

A company with a strong learning culture can be thought of as the opposite of a company content to rest on its laurels.

A solid learning culture in an organisation is one where everything from the structure to the processes to the culture are all geared towards allowing but also encouraging employees at all levels to continue their education in skills, knowledge, and top performance. This culture allows for insights and facts to inform growth across the entirely of a company.

Try these tips to develop a learning culture in the workplace, and reap the benefits of a workforce that is constantly improving and growing.

Implement formal training

On-the-job training is commonplace throughout organisations, but can often be informal and relaxed. For some employees, this can create an atmosphere where the training isn’t taken as seriously as it should be, and those skills may not be implemented as a result.

It’s vital to put training at the forefront of your culture by creating a formal process for upskilling, no matter the employee level.

Reward learning

As much as most managers understand the value for learning, there’s also the very common problem that nobody has spare time when faced with business deadlines, priorities and problems needing immediate attention. It’s therefore easy for learning to fall by the wayside.

Creating a formal system for rewarding learning will encourage employees to bump training up their list of priorities, and to show learning is just as valuable as meeting targets. This could work as a new business or team responsibility with the offer or some form of reward such as additional work-from-home days or an early finish on Fridays.

Create time for learning

To truly show your commitment to creating a learning culture in the workplace, it’s essential to carve out time for employees that’s dedicated purely for learning.

An example could be dropping an employee’s projects one day of the month to allow for learning time, or setting aside a company-wide time slot to watch and discuss a presentation or similar.

Lead by example

Set the standard as a manager by bettering yourself through learning. Whether it’s through courses, conferences, or even simply sitting down with employees with different skill sets of your own, showing others in your team you are committed to learning shows you value their development, you lead by example and you follow through.

When others see you taking the time and genuinely enjoying the process, they may be more inspired to commit to learning themselves.

Ensure new skills are applied

To both highlight the importance of learning and then ensuring those new skills aren’t wasted or forgotten, find ways to test, utilise and review what your employees have learned.

You might consider incorporating their new skills into their tasks, or create a brief test or interview to double-check that new knowledge has become ingrained.

Hire the right people

Another fantastic way to create a learning culture is by planning ahead and hiring those who show a real interest in improving their skills and knowledge. They can help take ownership of your initiatives and may have some new approaches, since knowledge and further development comes naturally to them.

Incorporate questions into your interview process that will allow those with curious minds to shine, and include a penchant for learning as a bonus factor when making your hiring decisions. Eventually, this should lead to a workplace filled with staff who always seek learning opportunities, strengthening your business and its culture as a result.

Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency.

Michael Page