By now we are all largely aware that the landscape in which businesses work is changing and we have no choice to adapt – this is not new news. However, the true pace and acceleration of this change is definitely attention grabbing.
As organisations seek to take advantage of technologically inspired disruptions and trends, learning and development strategies must equally harness the shift and become increasingly fluid and flexible.
So how do we future proof our workplaces against this rapidly transforming environment and how can we ensure that employees are stimulated by this and given the correct opportunities to upskill and grow into their evolving roles?
Primarily, businesses should pay close attention to the emergence of future trends, challenges and requirements. By taking this information into account we can define what the future vision of professional development will look like. These insights can then help create a practical road map for navigating the future of workplace learning.
DeakinCo. recently partnered with a large business client to conduct a study into how their organisation could best prepare themselves for perpetual change both internally and externally.
There were three key findings which can be applied to the majority of today’s workforces.
Primarily, it was clear that a more pro-active approach to training is required. This means employers of the future need to invest in foreseeing what areas of their business will be the next to react to automation and digital disruption. By doing so they will be better equipped to develop and upskill staff ahead of the curve and therefore potentially preserve both efficiency and the psychological stability of their employees.
In addition to this, there needs to also be a shift in how future L&D is sold to staff. We all live in a world where our attention and engagement is fiercely fought over by numerous distracting factors and ultimately the most relevant approach that truly “speaks to us” wins,
Therefore, by beginning to market learning and development opportunities in a creative and campaign like manner, staff responsiveness has the potential to soar.
For example, creating a platform for discussion and reaching out to employees in a way that resonates with their daily lives through dedicated #’s and social media interaction.
This will in turn feed a much more social approach to development whereby staff within different areas are encouraged to share their expertise and work to share knowledge across their fields of expertise.
Our experience and interaction with businesses across industries shows that L&D needs to quickly move into a human centric space with the creation of a learning culture.
This particular investigation found that psychological safety enables high performance particularly in terms of the attitudes towards learning from failures.
This ultimately bolsters the idea that businesses need to adopt measures such as those described, to incur a real mind-set change amongst staff. They want and need L&D systems that use data driven metrics that have realistic credibility amongst peers and employers.
This is an area DeakinCo. has been exploring extensively and you can find out the full extent of our future gazing recommendations in the coming months.
DeakinCo. is examining how the future of work will shape the future of learning and the future of the L&D function, and are looking for innovative examples of L&D approaches to be featured as case studies in our upcoming report.
If you are interested in sharing your organisation’s L&D approach, please get in contact with Kelly Kajewski.