Is Yours A High-Impact Learning Organization

advertisement
Is Yours A High-Impact Learning Organization?
It is a strategic imperative that the learning and development (L&D) function must evolve—or it
risks becoming irrelevant. With disruption affecting the learning environment, numerous factors play
a role in defining the approach needed to master disruption. As such, a Deloitte study showed that,
when it comes to learning development, a majority of factors fell under the responsibility of the
larger organization, not just L&D. Still, L&D must take the initiative to influence and drive these
factors—quickly—to catalyse the learning environment in the organization.
Integrating learning throughout the organization demands a different mindset and approach. For
learning to become adaptive in a world of increased employee mobility, the focus should be on
interdisciplinary skills development. In fact, learning should encourage people to move across jobs,
experiment new roles, fail, learn and share. The upshot of having such an approach is that it
encourages employees to develop and learn in the flow of work, share information, make better
decisions, and evolve to meet market demands.
What steps should the CLO take?
A majority of CEOs believe that their organizations do not have the skills to adapt to the disruptive
technologies. Skills are becoming obsolete at an alarming rate. For instance, software engineers
must redevelop skills every 6-12 months. To keep pace with these changes, CLOs must now become
the catalysts for next-generation careers by delivering learning solutions that inspire people to
reinvent themselves, develop skills, and contribute to the overall knowledge development.
As companies move to overhaul career models for the digital age, the L&D infrastructure undergoes
transformation to keep up with employees’ demands for learning and career growth. Yes, employees
themselves are pushing for dynamic skill development that is “always on”. The concept of
continuous learning has ushered in new rules and challenges. It is transforming the L&D function
inside-out. However, the onus lies on the CLO to channelize and direct the transformation that is
taking place. To lead in the transformation of L&D into a “learning organization”, the CLO must take
the following actions:
Lead employee development in all areas of business. With integrated learning becoming a reality,
the responsibility lies on the entire organization to take ownership of learning development.
However, CLOs must define the path and milestones for employee development, learning outcomes,
objectives and behaviours that influence all business decisions.
Create conditions to foster learning. A “learning organization” should focus on creating conditions
conducive to employee development. The CLO needs to create a competitive framework keeping in
mind the organizational and talent trends. This shows the way forward for knowledge delivery
methods to employ. Moreover, user experience and content continue to play a pivotal role in
knowledge dissemination.
Develop new skills for L&D. Research into learning trends points to three main categories of
capabilities: enablers, approaches, and experiences. In effect, these three capabilities help in
transforming an organization and its people into a competitive force. The CLO must figure out the
requirements falling under each of the capabilities to fill the emerging needs of the organization.
Source: https://www.peopleworks.in/blog/2018/02/14/is-yours-a-high-impact-learningorganization/
Download
Related flashcards
Create Flashcards