Businesses are tackling big issues in a rapidly evolving landscape – whether they’re navigating the AI revolution, dealing with shifting workplace expectations or grappling with the complexities of climate change. But with challenge comes opportunity, and the organisations that thrive into the future may well be those that equip their people with the skills they need to embrace change with confidence.
The University of Melbourne’s professional development solutions take a collaborative approach, arming business leaders with what they need to steer transitions, communicate effectively and build resilient teams.
Customisation is at the heart of these programs. The university works closely with businesses and government organisations to tailor high-quality education programs aligned with specific goals, cultures and challenges. This ensures training is relevant and actionable, and can make an immediate impact.
An investment that can pay off
Professional development training can deliver substantial return on investment, not only in terms of financial gain but also when it comes to workforce productivity, innovation and long-term success. Leadership training can be particularly valuable for organisations seeking to become more agile and drive impact.
Skilled leaders with up-to-the-minute knowhow are in the best position to drive progress and stay ahead of industry trends, potentially giving businesses a significant edge over competitors. Leaders with a diverse array of skills can be adept at getting the best out of their teams, harnessing the strengths of individual team members and channelling them towards collective goals.
Employee retention rates can be among the first quantifiable factors to improve when professional development is encouraged, reducing recruitment and onboarding costs and fostering a more positive workplace.
“It’s a great reward for employees beyond just monetary compensation,” says Dr Belinda Allen, a leadership development expert at the University of Melbourne. “When organisations invest in their staff, it bolsters satisfaction and commitment. Employees feel valued and see that their company believes in their potential.”
Workplace dynamics may also improve, along with team cohesion and culture. “One of the aims is that people leave the course being able to lead teams more effectively, negotiate better and communicate with greater clarity,” Allen says. “That translates into handling conflicts more effectively, implementing change smoothly and reducing workplace tensions.”
Increased productivity and performance can be common outcomes when employees have access to targeted training, because it can enable them to develop stronger skills in leadership, problem-solving and critical thinking. This can translate into more efficient work, more effective collaboration within teams and improvements in key performance measurables.
Tailored training solutions
The university’s micro-credential courses can be tailored to suit the organisational needs of businesses across a range of industries. The courses offer a combination of self-paced learning and interactive webinars, with customised solutions for content, delivery and mode, making them easily adaptable to suit the immediate demands of organisations.
The courses’ highly interactive nature and supportive learning environments also promote a lifelong learning culture among attending workforces. As well as addressing current organisational needs, the courses offer a flexible and agile approach to customisation and delivery, and can fit in with a team’s strategic review, or help address future skills gaps.
Rather than setting theoretical essay tasks, assessments may ask students to reflect on their own leadership styles in short written assignments, to create strategic plans pertinent to their own organisations, or to record persuasive presentations for feedback. “It’s really thinking about: how can I apply what I’ve learned in terms of my own professional practice going forward?” Allen says.
Managing change in a shifting workplace
Change remains one of the biggest challenges for organisations, and resistance from employees is a common hurdle. One of the biggest workplace shifts leaders are currently navigating is getting employees to return to the office when they’ve quite happily been working from home.
Announcing a new policy often isn’t enough to get employees on board with such a change, yet this is the approach many businesses take.
“Many organisations are mandating a return to the workplace after prolonged remote work, and they’re facing resistance, but one of the biggest mistakes companies make is not clearly communicating a compelling rationale for the change,” Allen says. “You need to communicate why the change is necessary and why the specific approach being taken is the right solution. If employees don’t understand or buy into the reasoning, they’re far more likely to resist.”
The university’s workforce education solutions are designed to address challenges such as these head-on. The four-week course leading change, for example, helps professionals understand how to foster a workplace climate that supports transformation.
“Some organisations are more resistant to change than others, especially large, bureaucratic ones,” Allen says. “Creating readiness for change is key. You need to lay the groundwork before introducing new initiatives.” This course looks at the critical aspects of the change process, builds on professionals’ communication skills, and teaches how to best consult with stakeholders in and outside the company.
The leading teams course is suited to leaders in any sector looking to create a culture of respect, innovation and safety within their organisation. Students learn how to optimise team dynamics in a cultural context and master the art of leading with confidence.
The effective leadership communication micro-credential teaches leaders how to structure messaging and connect with their teams on a deeper level. While it’s important for leaders to show they’re competent and know what they’re talking about, the best leaders are usually great communicators who are adept at building relationships, Allen says. “It’s your ability to connect that’s really important.”
Understanding themselves and exploring leadership identities are key. “It’s about understanding yourself as a communicator and learning how to present ideas persuasively,” Allen says. “This in turn, as a leader, will enable you to more effectively motivate your team and drive high performance.”