Agile Talent calls for Agile Learning

Monday, 4. September 2017

By Georgios Pappas, INTRASOFT, Luxembourg

There is no denying that the world is changing drastically at a very fast pace. Thus, developing an agile mindset is crucial for all organizations longing to sustain their presence in the market and boost their profitability.

Every year, organizations worldwide spend a huge amount of money on training and development, and measure how many hours of training each employee receives per year. But do all these hours and money add up to better employee performance and increased organizational agility and value for the business? We are not sure…

To address these Learning & Development (L&D) challenges, it is highly recommended to create a learning culture where learning happens for everyone, every day; though, the learning culture of an organization needs to be redefined. This responsibility lies with Human Resources (HR) professionals, as the experts on people, to play an important role in creating a more humancentric future of work, as well as building a new model for learning in an organization.

Today’s workforces are designed for speed, flexibility and business, and HR leaders believe that technology-supported peer learning is changing the old paradigm. According to the CIPD (Chartered Institute of Personnel and Development), an “agile, digitally-enabled infrastructure” is part of the New Learning Organization. Having that in mind, along with the ever-changing corporate environment, a Learning Management System becomes a high priority for all HR departments, as described in the article of HBR Maximizing Your Return on People[3], for being one of the HR processes driving the HR profession under the umbrella of “Learning Capacity”.

Human Capital Drivers
Figure 1: Human Capital Drivers
(Image credit: Bassi L., McMurrer, D.: Maximizing Your Return on People, [3])
 

Investing in a learning culture means influencing a mindset shift across the organization and establishing learning as a strategic pillar. By adopting this model, HR departments are making training accessible anytime, anywhere, thus leading employees towards a self-driven professional and personal development. In addition, they support peers to drive conversations about building capability for the future by matching individuals to opportunities that will drive competitive advantage.

A learning culture also has an impact on the employee experience, which means that every employee feels valued and part of a greater, thriving ecosystem, where a people-led system encourages individuals to contribute to and leverage their personal and professional networks, thus leading to increased employee engagement.

These aspects create a new experience for people that contribute greatly to a person’s job satisfaction, since it gives individuals a new perspective of ownership on how they are handling everyday situations, as well as how they are preparing for oncoming challenges.

Cultivating the above-mentioned benefits, a learning culture maximizes the Return on People and leads to a better performance for the whole organization.

As the talent becomes more agile, organizations need to rethink how they approach training for the full workforce.

The DEVELOP project is a new innovative way of addressing the issue at hand. It aims to deliver an adaptive learning environment that dynamically tailors the exploration, comprehension, and planning of learning opportunities and career paths in medium and large companies. It will aid employee learning through reflection on transversal competencies and social capital, as key enablers of career development, and assist personnel development professionals in discovering optimum ways to unite the company’s strategy and business goals with the employee’s potentials, career perspectives and desires.

Agile learning, which refers to organizations and HR departments supporting emerging individual learning paths, becomes a priority and DEVELOP offers a structured approach to self-driven employee learning that is feasibly utilized by HR departments in their attempt to establish a learning culture, resulting in making agile learning a reality!

 

You are welcome to discuss this article on Medium.

 

REFERENCES:

[1] Ashkenas, R.: How to Translate Training into Results. Available at: https://hbr.org/2010/06/how-to-translate-training-into.html

[2] Younger, J.: How Learning and Development Are Becoming More Agile. Available at: https://hbr.org/2016/10/how-learning-and-development-are-becoming-more-agile

[3] Bassi L., McMurrer, D.: Maximizing Your Return on People. Available at: https://hbr.org/2007/03/maximizing-your-return-on-people

[4] CIPD: Driving the new learning organisation: the potential of L&D. Available at: https://www.cipd.co.uk/knowledge/strategy/development/learning-organisation-report

[5] Filipkowski, J.: Learning Unbound: Agile Employee Development. Available at: http://www.hci.org/hr-research/learning-unbound-agile-employee-development