A Paradigm Shift on the Career Front is Redefining L&D

A Paradigm Shift on the Career Front is Redefining L&D
With the concept of career undergoing continued transformation, organizations are fostering
learning and development (L&D) opportunities that is “always-on.” This has placed businesses in a
position to display their “learn and development” prowess as the principal driver of their
employment brand. Organizations are racing to highlight their infrastructure and capacities that
allow employees to build skills quickly, easily, and on their own terms.
All this has put pressure on the HR and L&D departments as they struggle to improve employee
careers and transform corporate learning. In fact, this particular aspect (of career transformation)
has emerged as the second most important development in the 2017 Deloitte Global Human Capital
Trends report. The way forward lies in having a flexible, open career model rather than a static
career progression. In other words, staffs decide what to learn based on their needs and career
goals, rather than follow the prescription of their managers. This exposes the workers to new
opportunities, mentors, and technologies, thereby redefining mobility in an organization. For the
traditional HR/L&D teams, this poses a challenge because it is the complete opposite of the L&D
As people reinvent themselves to move across jobs and embrace interdisciplinary knowledge, L&D
leaders must make use of digital tools, such as Coursera, for high-quality, free or low-cost access to
continuous learning. Digitalization has led to commoditization of content, thereby giving cause to
reinvent the entire L&D framework. To bring about transformation in career models, HR/L&D
professionals must take steps that include:
Studying existing patterns of career mobility for devising programs, developmental projects,
and rotational assignments
Reviewing the organization’s job architecture to support new career models
Building a culture of supporting internal candidates in new roles
Tracking learning metrics for holistic development standards
Refocusing the L&D team to become more people-centric
Investing in L&D technology infrastructure
Bringing in cross-functional and interdisciplinary programs to workers
Keeping metrics on opportunities for career growth
It is important that leaders enable employee development by integrating learning in all aspects of
the career lifecycle. This takes on added significance, as the changing concept of a “career” demands
a different mindset and approach, especially for the L&D function.
Source: https://www.peopleworks.in/blog/2018/01/29/a-paradigm-shift-on-the-career-front-isredefining-ld/
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