This is the fourth article in our series on the Simply Irresistible model, (reach prior articles here), and in this we discuss one of the most urgent and critical issues in business today: providing growth opportunities to employees.
Our paradigm of what a career looks like is rapidly evolving in this, the “age of accelerations”1 The learning organization has an opportunity to take the lead in enabling organizations to evolve in kind. Learning—both as a functional department and as an embedded element of organizational culture—should configure to enable the challenging, meaningful growth experiences and career mobility people seek while also building, sustaining and evolving the capabilities needed to deliver for the business.
Posted by Dani Johnson on January 18, 2018.
In many companies, learning is starting to break down the walls of the classroom and become integrated into the work that employees do every day. In 2018, however, this integration will take a leap forward—propelled by new technology and a fresh perspective on the importance of combining work and learning.1
A recent Deloitte survey indicates that only 40 percent of surveyed organizations feel that their corporate learning function is relevant and impactful in supporting employee development.2 Think about that; the primary responsibility of corporate learning functions is employee development, and 60 percent of organizations feel that theirs is falling short. Two factors may contribute to this perception.
Right now the concept of career is undergoing a radical transformation. With employees in the workforce for 60-plus years and a declining half-life for skills, workers are looking for an environment that offers constant learning and development (L&D) opportunities. Employees are no longer learning to gain skills for a career; now, the career itself is a journey of learning.
Posted by Josh Haims on February 1, 2017.
As the digital (r)evolution continues to turn corporate learning on its ear, we find many organizations and their learning leaders seeking guidance about what’s next. They’re asking questions about everything from their legacy learning infrastructure to the skills of their team to content curation to engaging learners. What strikes me as I listen to these questions is that it’s not so much that we have a new puzzle to solve, it’s that the puzzle pieces we’ve had for a while are finally clicking into place.
Video Blog: John Hagel & John Seely Brown discuss the future of learning and the unique opportunity for Chief Learning Officers to lead the way
Few people would question HR’s role as champion and keeper of learning and development within the organization. Training programs and learning initiatives have traditionally been in HR’s wheelhouse and have focused exclusively on the people within the organization—an arrangement that made sense and was, for the most part, effective. But this familiar view of learning is being shaken as a result of a much broader reshaping of organizations themselves.