“Our candidates today are not looking for a career… they’re looking for an experience”
–Bersin by Deloitte
Learning Management Is Now A Boardroom Issue
In the industrial economy learning at work was an extracurricular activity that took employees away from their “real work” and disrupted the lives of colleagues around them. A classroom-dominated approach delivered abstract learning conditions, with employees often struggling to apply new skills back in the workplace.
Learning & Development program were driven by the needs of the employer and often aimed merely to establish conformity across the workforce.
To meet the changing needs of the connected economy learning programs need to play a central role in developing an agile workforce. Blended learning approaches—where the majority of learning happens on-the-job— ensure newly-developed skills are immediately benefiting the business, as well as employees and the colleagues around them.
Making Learning A Two-Way Street
Learning programs that are driven equally by the needs of the employee and the employer can also play a major role in the recruitment and retainment of talent. Today’s millennial workforce places great value on continuous learning environments. In survey after survey, their message is clear—if they’re not learning, they’re leaving.
Aligning a learning management program closely to the recruitment process meets both the desires of millennial recruits for a continuous learning environment, and the needs of connected organizations to build and develop agile workforces.
Technology Transforms Learning
The advances in technology that are helping drive the connected economy can also enable talent management programs to revolutionize the area of learning management. Technology can reduce costs while bringing greater personalization, flexibility and efficacy to learning programs.
Peer-to-Peer Learning Still Adds Value
While technology can transform learning programs, it needs to be combined with the value of personal mentoring, coaching and teaching. Even technology-driven companies like Google ensure they unlock the value of their own experts as part of their overall learning plan with its Googler-to-Googler program. Giving employees teaching roles makes learning a natural part of the way employees work together, avoiding the potential abstraction of “HR sessions.”
Learning to Fix Your Weakest Links
In the industrial economy, power and decision-making typically lay in the hands of the few. In the connected economy, power comes from collaboration, and in an agile workforce everyone needs to be trusted to make the right decisions.
This means today’s learning programs can’t be focused around the “chosen few.” Every employee must become part of a continuous learning culture.