A Guide to Learning and Development

by Susan Paige on January 14, 2020 · 0 comments

With emergence of AI, evolving customer demands organizations are on the verge to upgrade their current market demands. The shopping malls have been replaced by e commerce hubs and classroom education is on the verge of extinction. To incorporate these new offers, organizations are changing their job roles. Once the roles are getting reformed so as the skills needed to perform them. In fact, the role of learning and development is to successful upgrade the skill force so as to formulate future ready organizations.

The set of current jobs would pave way on to the future. For example a financial consultant would not only be helping customers invest their money but help them in terms of data privacy and security. When you are assessing gaps in the skill force an organization needs to know on how each job is going to look in the future along with the competencies that is required to perform the job. As business evolves to take care of the existing customer demands a lot of present jobs would go out of the market. Most of the new jobs would alter as per the changing demands of the customers.

Introduction to learning and development

For employees learning and development has always been important. But of late it has risen in terms of popularity. To incorporate a structured and well- articulated learning and development program is important for an employee to attract and engage. The candidates need to progress on their career front. They would be wanting of organizations where a clear path of development has been mapped out. The companies and employees have to keep up with the changes to be automated.

The manner by which learning and development has been carried out in the last few years have changed considerably. The need is driven by higher levels of employee engagement or even to retain employees. There is a recurring process of learning where you have to cope up with the changing pattern of work.

In the last few years, organizations have gone on to approach learning conventionally. Learning has been restricted to on the job or top down, besides a conventional approach of being a classroom. The expanding and changed expectations could be the driving force behind learning and development shifts.

The workforce of today rates an opportunity to learn of being a driving force to be in a work. Business leaders are aware that changing work change practices, skill development or business models have gone on to formulate a path of recurring development. The leading organizations are learning to approach the masses in a personal way. Integrating work and learning in a tight way with each other and beyond the HR extending ownership.

You have to keep in mind organization demands along with the changing work force it is important to figure out learning and development which are clear on what to train and even how to train. This goes on to create future ready organizations.

What to train

In an employment driven market where quality work force and skill is spoilt for choice the best way to formulate future ready work force is to train your existing work force. An effective learning and development program is focussed on figuring out the competencies in each job presently and on the future. Once an organization goes on to formulate a competency framework the present along with future competency requirements, they need to outline on what competencies their existing work force possess and determine the areas where they lack in terms of skills.

Next an organization has to analyse the existing job roles to identify which are the ones that is likely to become redundant in the future. As per recent survey nearly 47 % of the jobs are expected to be redundant in US in the coming years as they could be automated or even their services would be needed at all.

Whom to train

Once you have gone on to identify the competencies the next question comes into equation on whom to be training. In fact a traditional learning along with development process followed across organizations is to consider the entire staff as a target audience. Once again this is not a proper assumption. The procedure on whom to train depends upon learning ability, training needs, skill gaps and aspirations.

The training of employees cannot be generic as each employee has individual training needs. The first step is to figure out whom to train so as to identify the training needs in each employee.

Training calls for identification

So as to figure out the training needs in each employee, an organization needs to match the skill set that each employee has presently along with the skill they need to possess. You can determine it by job based competency that serves as a benchmark to figure out whether any employee is under skilled or be it over skilled. In  a way you have to identify the skill gaps along with the training needs accurately in every employee, you have to assess the workforce keeping in mind the competency framework.

In the days gone by training needs were assessed on work performance. For example a customer care associate would be giving formal training once a lot of complaints pour in. Before things go out of hand training is provided and their business performance has not an impact in any way.

Individual development plan

By taking into consideration the learning agility or skill gaps, an organization could go on to formulate individual development plans that are achievable. Normally the plan goes on to tap the following areas

  • Skill levels that an employee is looking to learn
  • The skills that any employee is capable to learn
  • Even the skill that an employee is keen to learn

Any skill that fills in the above three needs to be a skill that an employee has to be rigorously trained upon. The training of the employees has to be prioritized on how they are important to the present job.

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