Employers have to help employees become expert learners - people with the will to learn, the skill to do it effectively, and the ability to apply that learning in ways that positively impact their performance and that of their teams. There’s a simple but not easy answer to all of these questions. But how can they adapt effectively if their work is changing in real time? What skills can they learn now that will support them in the face of a volatile and ambiguous future? And how can their employers support them? Workers of today need to prepare for what they’ll be doing tomorrow.
Microsoft’s CEO, Satya Nadella, exhorts everyone to be a “learn-it-all.”
#Webroot create your new my account professional#
The Association for Talent Development’s most recent study found the average organization spends almost $1,300 per employee on professional learning. Some organizations are heeding the signs and investing heavily in learning and development: Walmart, for example, is investing $1 billion into reskilling its workforce, and McDonald’s has spent $165 million over the past eight years to prepare 72,000 employees for upward mobility. Employees the world over require upskilling (learning to improve current work) and reskilling (learning to do new types of work). According to the OECD, 1.1 billion jobs will be disrupted in the next five years. Technology and society are driving changes faster than your people can adapt.
If you are in a leadership role in your organization, you more than likely share this problem. “Over time,” says Grant, now the principal of her own L&D practice, “we acknowledged that many of the problems we saw, such as lack of engagement and lack of retention, were a result of the design process and not the fault of the learners.” When Kendra Grant’s team was charged with designing and delivering learning experiences for 90,000 Walmart Canada associates, she knew as a senior learning-and-design director that the landscape of corporate learning needs was constantly changing.
0 kommentar(er)
