The Digital Revolution is upon us, and to understand the impact, some experts are calling it the fourth industrial revolution. New technology is being introduced at an unprecedented rate, and jobs are changing in ways that require humans to integrate WITH technology to do their jobs. This new way of working can only be successful with people as the priority and at the center of work. One people-centered solution to help companies manage the challenges that come with this digital revolution is Digital Adoption Platforms (DAPs). They help people work effectively with technology in the flow of work.
Q&A from our Superjobs Dbriefs webinar
Participants in our Dbriefs webinars always ask great questions, but we often run out of time to address them. Our recent Superjobs Dbriefs was no exception—so many great questions, so little time. Superjobs are an evolving concept from our 2019 Global Human Capital Trends report, reflecting a future where work is reimagined to enable people and technology to work together in new ways. We previously covered a question about superjobs and remote work. Now we’d like to address a question that asked: How do you see training evolve when trying to prepare employees currently in traditional jobs to be ready for superjobs?
Posted by Shira Fernaldes Karni on August 22, 2019.
This is the era of knowledge. In today’s world, while knowledge doubles itself approximately every 12 hours, knowledge half-life is rapidly getting shorter and shorter. Evidently, this new reality yields a constant need for learning and refreshing one’s knowledge on a regular basis. In this article, I will elaborate on the risks and challenges organizations face due to the inescapable changes in knowledge. In addition, I will initiate the discussion on how a joint KM-Learning approach can provide organizations with a solution that enables competitive advantage rather than risks mitigation.
Posted by Colleen Bordeaux on July 17, 2019.
If you’re a millennial like me (part of the massive generation born between 1980 and 1996), you may be one of the workers comprising over one-third of the workforce1 contributing to the changing face of the traditional workplace.2
As organizations seek to help their people adapt, learn and succeed for the new world of work, it has become clear that traditional career management and learning and development approaches need to evolve. Misconceptions abound: microlearning is a delivery method, not a panacea; placing content into a video-library like content engine won’t solve for content that doesn’t meet learner needs. So it isn’t surprising organizations are confused about how the various elements of learning, talent, and work technologies fit together, and therefore what to buy. BersinTM has been publishing research to explain the leading practices high performing organizations are using to embed learning in the flow of work, and we see an opportunity to apply this lens to the learning technology market.
Posted by Julie Hiipakka on June 13, 2019.
As organizations adapt to the fact that disruption is the new normal, reskilling the workforce is a top priority: 84 percent of participants in Deloitte’s 2019 Global Human Capital Trends research reported plans to increase their reskilling programs budget,1 while 54 percent of those surveyed by the World Economic Forum said they expect to reskill or upskill their workforce in the next three years.2 Team members in learning and development (L&D) are not immune from this trend. If anything, they must reskill more effectively to help the rest of the organization do so as well. But as the L&D function helps the rest of the organization incorporate learning in the flow of work, can they drink their own champagne3?
A modernized apprenticeship model could be just the learning & development boost your organization needs
Apprenticeships are a rather ancient form of on-the-job training. With roots in the Middle Ages, they served as a way to develop young craftsmen, who provided labor for master craftsmen in exchange for room, board, and training. While some trades still offer apprenticeship programs, and one might argue that today’s internships are similar, an adapted, modernized apprenticeship model could go a long way to addressing the shortages in skilled labor and the need for workers to keep their skills current and relevant as the Future of Work evolves.
We recently attended Deloitte’s 2019 Chief Learning Officer Forum, where a number of learning leaders discussed the idea of feeling “safe” and its impact on workers. One participant made a great point: the very people we rely on to implement change in our organizations—middle managers—often experience heavy financial burdens due to aging parents, children’s college tuition, and/or debts carried over from past mortgages or higher education. A need for financial safety, he posited, might prevent the very experimentation and agility we want from our workers. Their need for job security could override any desire to take risks, innovate, or experiment in the flow of work.1 (A recent Deloitte survey found that financial topics like job security, retirement, and debt are among top employee stressors. Our colleague Pete DeBellis wrote on how to address this via a rewards strategy.)2
Changing how you think about talent acquisition
Candidate assessments have long been an integral part of helping organizations gauge candidates’ skill level, fit for the role, and cultural fit with the organization. While traditional assessment methods aren’t likely to disappear in the near future, there is a growing shift in the way talent is assessed. As automated, AI-based assessments mature, many organizations are using these innovative solutions to capture the right candidate data and facilitate more effective hiring.
How do you prepare for a future workplace where the boundaries between humans and machines are blurred? Where skill sets and job roles are fluid? Where learning isn’t the responsibility of a centralized function, but of the entire enterprise. And, where you will need to access, curate, and engage talent in more creative ways than ever before. The search for answers to difficult, yet essential, questions brought more than 90 learning and business executives together at the 8th annual Deloitte Chief Learning Officer Forum held at Deloitte University in March 2019.