As the kids head back to school, it’s the perfect time to reflect on our own learning and The Times’ Learning & Development Report couldn’t hit our desks at a better time.
This month’s report features our very own Vincent Belliveau in a piece on the age of talent experience, and if you want to read the full piece you can find it in this post here. But in this blog, I’m taking a deeper dive into the central infographic of the report, showing the nine ways the L&D function is evolving and what this tells us
The first key trend to call out is the increasing awareness of the skills gap from employees (section 8). It’s not just a massive topic in boardrooms across all organisations, workers in all industries are self-assessing their level of proficiency and recognising the need to upskill. The shortened shelf-life of skills is pushing workers to seek continuous learning in order to stay relevant and feel fulfilled. In our UK research this summer, we found that people taking on a colleague’s workload relished feeling stretched and two-fifths (40%) learnt more advanced skills. Young workers in particular are eager to be the drivers of their own career paths as you can see from the stats in section 4 of the infographic.
Organisations looking to transform their learning culture are pushing a warm door.
But whilst the skills gap concern grows for CEOs too (section 7), barriers to addressing the L&D culture of an organisation still persists. The two top barriers include leaders having traditional views of L&D and learning not seen as a management priority, prompting the need for a change of mindset, starting at the top.
The traditional expectation of L&D is particularly troubling as learning has come a long way in the last decade. Even just offering digital learning solutions and aligning to career-paths isn’t enough. As Vincent points out in his article, we’re in the age of talent experience and should be using the latest technology (such as AI) to surface a variety of L&D content that is most relevant to the individual, helping them spend more time on their own development in a way that suits them best. A stat that isn’t in this infographic but highlights the need for an intuitive learning experience is that 49% of employees want to learn only when they need to learn. Organisations must provide the tools and resources so employees have them at hand, anytime, anywhere and in a way that fits seamlessly in the flow of work.
It’s encouraging to see this evolution, and we work with many organisations making strides in the right direction. It goes without saying that major transformation is impacting every industry due to the rapid pace of technological change. Traditional jobs and career paths are shifting, organisations must keep up!
Recursos relacionados
¿Desea seguir formándose? Explore nuestros productos, las historias de nuestros clientes y las últimas novedades del sector.
Hoja informativa
Cornerstone Performance
Tanto si realiza evaluaciones del rendimiento una vez al año como si cuenta con un proceso sólido y continuo de gestión del rendimiento, con Cornerstone Performance podrá fijar objetivos, orientar a los empleados, recibir feedback, guiar el desarrollo y otorgar reconocimiento. Vincule los datos de rendimiento y habilidades con oportunidades de formación interna para que sus empleados asuman la responsabilidad de su propio crecimiento, siempre con el apoyo de los responsables. Porque la mejor manera de invertir en el crecimiento y los logros de la empresa es invirtiendo en el crecimiento y los logros de sus empleados con Cornerstone Performance.
Historia de cliente
Carreras profesionales basadas en las habilidades y en IA
DHL Group es la compañía logística líder a nivel mundial. DHL está compuesta por un conjunto de divisiones de negocio estrechamente entrelazadas que trabajan juntas para satisfacer las necesidades de los clientes.
Historia de cliente
El objetivo de RPS: simplificar lo complejo
RPS es una empresa global de servicios profesionales especializada en entornos naturales y construidos con presencia en 125 países.La empresa tiene un personal muy heterogéneo, con asesores, profesionales académicos, científicos, arquitectos e ingenieros, entre muchos otros. Hasta 2018, el departamento de RR. HH. permanecía descentralizado, y la empresa carecía de una agenda global o un director de personal. Además, coexistían diferentes procesos y sistemas manuales.