It’s from Australia, but the part that I have looked at so far could be useful for everyone trying to figure out how to build and maintain a workplace that supports mental health. (Check your local laws, though, as the legal references are obviously related to Australian workplace safety rules)
This is the one thing I’ve talked about before when it comes to where we might fall short on our cybersecurity training, we don’t really hold anyone accountable.
Make cybersecurity part of formal employee evaluation. Give people a reason to care. Much like I talked a couple of weeks ago about creating a training culture, provide a way for people to learn more and to learn from others. Give them space and time to talk about security. Recommend they read some security blogs, meet to share stories about the latest phishing information out there, etc.
Training to meet the skills gap in your workforce is a never-ending challenge. This is not a one-time set it and forget it type of task. It is an ongoing task that will always need updating and tweaking. Have you planned for keeping everyone on your team up to date and continuing to develop the new skills you’ll need year after year?
A gap doesn’t get created overnight, and it won’t get fixed overnight. Even if it did, a few days later you’ll have another gap. The world changes every day. Don’t assume your people can change with it without any assistance from you.
This brings me to that final point. Having a learning culture requires a plan for each employee and for different types of jobs. It requires coordination between the official training department, managers, HR, and the subject matter experts throughout the organization. It may look a bit messy. It may include some mix of internal training, external resources, job shadowing, self-study, and group learning. I’d argue that a true culture that promotes and encourages learning would leave open all of those possibilities. I’d also argue that your training staff isn’t just there to teach classes but to provide and coordinate all of those options. They are there to “provide opportunities to learn and grow”, whatever those look like for all of your employees who wish to do so. They are key to retention but they cannot do it alone. The culture must reward and encourage learning and growth in meaningful ways or all the training staff in the world won’t make a difference.
Wouldn’t it be a better choice to locate candidates with some of the skills you’re going to need in a position and know that you have an environment that will help them grow and learn to become exactly what you need to be? Wouldn’t that practice become a way to attract really smart people who want to grow and learn by coming to work for you? Doesn’t that sound like a better option than simply leaving your open jobs unfilled and lamenting the fact that no one wants to work anymore? Unfortunately, there are too many organizations that simply won’t consider this. They aren’t interested in growing the people who work for them, they only want to hire people who can come in with no effort on the organization’s part and do the work starting on day one.
I think they are short-sighted.