Training programs that focus on general skills for individuals employed through flexible arrangements can enhance the relationship between the company and the worker, proving advantageous for both parties. However, for this mutual benefit to occur, it is essential for these programs to receive robust support from both managers and workers.
A study conducted by Western University revealed that the framing of training programs using relational terms is crucial. This linguistic approach increases the likelihood of managers endorsing the programs and encourages greater participation among gig or contract workers.
Talent development
Motivated by the rise in alternative employment arrangements, the research team aimed to explore how this trend influenced the human development efforts of companies.
“In the past, when you’ve thought about traditional employment, firms have had somewhat of an incentive to invest in human development because they have had these expectations that the ties that bind firms and workers would be prolonged,” the researchers explain. “And the workers would be developing skills to fulfill themselves and increase their incomes. But then as we see this rise of gig work and contract work, this incentive for firms to nurture workers’ development may weaken.”
The researchers collaborated with a Latin American company that had introduced a general skills training program targeting its contract workers. While the study demonstrated that the program increased productivity and prolonged work arrangements, the firm struggled with low participation rates.
Lack of benefits
Upon interviewing firm managers, it became evident that they were hesitant to promote the program because they didn’t perceive clear benefits for the company, despite workers expressing interest. In response, the researchers devised a study to test three different ways of framing the training, communicated to both managers and workers.
The first group received messages highlighting that the training would enhance workers’ productivity within the firm. While this framing led to strong promotion by managers, worker uptake was low.
The second group received messages stating that the training would cover general skills like time management or entrepreneurial skills. In this case, managers saw limited benefits for the firm, resulting in less promotion, but workers were more likely to sign up.
The third group received messaging emphasizing that the training would strengthen the relationship between the firm and the workers. This framing led to higher promotion by managers and greater uptake by workers.
A relational focus
By shifting the focus from internal productivity or general worker benefits to emphasizing the relational aspect, the framing highlighted the anticipated benefits of the training as strengthening the partnership between the firm and the workers. For instance, one message suggested that the program would enable contract workers to “strengthen their connection between you [the contract worker] and SalesNow [a pseudonym used to protect the firm’s identity].”
“If we focus only on the nature of the skill—i.e., whether a skill is generally applicable across contexts or it is more applicable within the firm—we increase the likelihood that managers and workers may be in a conflict,” the researchers explain. “But if we focus on the relationship that workers and firms nurture with one another, the conflict resolves. The training leads to value creation that benefits the workers, the firm, and—by extension—the managers.”
Providing general skills training, even if those skills could potentially be used by workers in competing firms, serves as a powerful signal of a company’s dedication to fostering employee development. In response, workers reciprocate by extending their commitment to a more productive collaboration. The research underscores that framing these training programs in relational terms is the most effective way to promote them.
