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LEARNING &
DEVELOPMENT
03 WHY BITE-SIZED
LEARNING IS TRENDING 04 CAN SOFT SKILLS
REALLY BE TAUGHT? 15 HOW TO PROVE THE
ROI OF EDUCATION
02 LEARNING & DEVELOPMENT RACONTEUR.NET 03
Commercial feature

LEARNING &

Paul Schafer/Unsplash
DEVELOPMENT Address the
challenges they The age of
talent experience
face and concerns
Distributed in
they have, rather
than just dumping
content on them
Since the term was coined in 1997, talent management has
Published in association with

be better utilised in the business,


played a central role in the human resources (HR) strategies
through both peer-to-peer learning
and user-generated content from
of companies of all sizes
in-house experts.
“We’re looking at allowing employ-
Contributors
ees to upload their own content, like
short video recordings, to a platform he ability for businesses to
Jon Axworthy Suchandrika where it can be assessed and shared. T attract, retain and develop
Freelance journalist, Chakrabarti This will help us better prove the high-quality staff is becoming
writing about health, Freelance journalist and effectiveness of the training, knowl- increasingly vital for success as up-start
tech, science and the podcaster, her work has
edge application and behavioural competitors continue to disrupt tradi-
future, his work has been been published in The
published in T3, Wareable Guardian, The Times
change, but also enables more shar- tional industries by leveraging innovative
and The Ambient. and the New Statesman. ing of experiences,” she says. technologies and skilled employees.
Not all L&D professionals are Yet talent management has signif-
Peter Crush Cath Everett convinced that the trend towards icantly evolved over the last 20 years.
Freelance business Journalist specialising PE RSONALIS ATION micro-learning is inevitable or The advances of technology in the
journalist, specialising in workplace, leadership even desirable. business and consumer world are

Why micro-learning
in human resources and and organisational
Nick Shackleton-Jones, director of causing staff to have high expectations
management issues, he culture issues, she also
was deputy editor of writes about the impact learning and performance innova- of the employee experience, leading to
HR magazine. of technology on business tion at PA Consulting, believes the the establishment of a new discipline
and society. idea that we have shorter attention called talent experience that focuses

requires a focused
spans and need more bite-sized, on an employee-centric view, rather
Karam Filfilan Daniel Thomas micro-learning content is funda- than a company-centric model.
Business editor and Writer and editor, he has
mentally wrong. “We have a strong belief that
journalist specialising contributed to the BBC,
in human resources, Newsweek, Fund Strategy “Attention spans haven’t signifi- companies need to embrace the ben-

development strategy
the future of work and and EducationInvestor, cantly reduced; people still binge- efits of both talent management and
innovation. Previously among other publications. watch Netflix series. But there is so talent experience to be successful. global leader in cloud-based learning, harm than good, illustrating the impor-
deputy editor of much more out there to compete for Firms should join together their goals talent management and talent experi- tance of deploying a sophisticated
Changeboard.
our attention,” he says. and objectives with employee aspira- ence software. talent experience strategy.
“When employees say ‘I don’t have tions if they want to be in a position There are countless platforms that Conversely, deploying cumbersome
time for training’, what they really where they can thrive and overcome provide HR teams the tools they need and unfriendly learning and talent man-
mean is ‘your training is a waste the challenges of an ever-changing to plan for the future and align talent agement processes causes harm too.
of time to me’. They always have world,” says Vincent  Belliveau, chief objectives with business objectives. This points to the need for companies to
time to Google a problem,” adds Mr executive, Europe, Middle East and But organisations sometimes focus too think holistically about both talent man-

Splitting training Karam Filfilan


learning intentions of 8,000 employ-
ees across 13 different industries. It
enable them to train in a way that is
in sync with the needs of business,”
of information. In doing so, they
become used to learning at their
Shackleton-Jones.
He believes the danger of
Africa, at  Cornerstone OnDemand, a much on either talent management or
talent experience, when actually both
agement and talent experience.
At a time when many organisations
into bite-sized found a huge gap between the qual- argues John Yates, director of corpo- own pace, in their own way. micro-learning is that employers together is what’s needed. Together, are undergoing often dramatic levels
isengaged employees, an ity of training offered and the needs rate learning at City & Guilds Group, For L&D leaders, the challenge of focus too much on the structure organisations attract, upskill and retain of change and disruption due to the
chunks, fitted D

93%
always-on culture and the of employees. Of those surveyed, 85 of which Kineo is a member. how to ensure these learning desires and ease of use of training pro- their people, while employees feel impact of technology, companies need
constant need to update per cent said they struggled to access “A more personalised, blended marry with the needs of the busi- grammes and not enough on the motivated, engaged and envisage a to ensure employees remain confident
around employee skills during a period of technolog- training in their workplace, with learning approach, delivered at the ness, and are measurable, remain. actual content. future with their organisation. in their ability to utilise new technologies
Publishing manager
Libby Owen-Jones
Head of production
Justyna O'Connell
schedules and suited ical upheaval; there are many chal-
lenges facing learning and devel-
only 16 per cent of employees finding
the learning programmes offered by
point of need, is critical if employ-
ers want to build an engaged and
It’s important to focus on learn-
ing outcomes, rather than differ-
“The key to engaging employees in
training is to address the challenges
“The expectation of fast, anywhere
and anytime learning is now the norm,
and create meaningful business value.
The suite of solutions offered by

Associate editor Design to their own pace, is opment (L&D) professionals. With their employers effective. skilled workforce that’s fit for the ent types of learning methods, says they actually face and concerns of global CEOs recognise the
need or have taken steps to
and future generations will seek the Cornerstone enables employees to
employees increasingly seeking To combat this, employees wanted future, and prevent investment Kim Edwards, senior manager of they have, rather than just dumping skills to evaluate and act on information, access on-demand learning and make
Peter Archer Joanna Bird
Sara Gelfgren trending in learning personalised, digital learning, it is to take L&D into their own hands. from going to waste.” talent and leadership development content on them. Training teams change their strategies for rather than just recall large amounts of use of self-service tools that allows
no surprise to see a trend towards Some 71 per cent wanted to choose For many organisations, the trend at Getty Images. need to invest more time in actually attracting and retaining the knowledge,” says Mr Belliveau. them to thrive no matter what chal-
Kellie Jerrard
and development,
Deputy editor
Francesca Cassidy Harry Lewis-Irlam micro-learning. But is packaging when and where to undertake their towards micro-learning is irre- “I’m not keen on the term understanding their audiences,” best people, but… By utilising the latest innovations in lenges they encounter in work.

61 %
Managing editor
Celina Lucey
Colm McDermott but careful training programmes into bespoke,
bite-sized chunks really the best
own training, 68 per cent believed
they would pick up skills faster if they
versible. The new cohort of genera-
tion Z employees has grown up uti-
‘micro-learning’, as I’m not sure dis-
tinctions between different methods
he insists.
This is a view shared by James
artificial intelligence and personalisa-
tion technologies, Cornerstone provides
Comprehensive, centralised tools
help prepare workforces for this next
Benjamin Chiou Samuele Motta
Jack Woolrich implementation way to upskill a workforce?
Micro-learning – on-demand,
had more control over their learning
and 66 per cent had opted to invest in
lising digital content for learning
– think YouTube, online forums
of learning is helpful. The assimila-
tion and application of knowledge
Cory-Wright, head of learning
design at Kineo, who wants training
staff access to tailored learning and
development content that is relevant
era in the world of work and helps staff
to answer questions like, what do I need
Head of design is crucial single outcome-focused train- self-training outside the workplace. and social media – and are used to should always be made as easy as professionals to “abandon formal of CEOs haven’t yet taken to their interests. Employees gain from to learn right now to be successful in
Tim Whitlock ing often delivered through digi- “Only by letting employees learn learning small amounts of infor- possible, which means structuring it learning structures”. using internal career portals to map out my role? Or what potential careers can
the first step
tal formats – is on the rise. More on their own terms, fitted around mation in short bursts, as well as in small, short modules that are more “Think of training as informa- a career path in their organisation, at I have in the business and what skills do
measurable than day-long training their schedules, will organisations filtering through various sources approachable and memorable, and tion and break it down into its most PwC the same time as benefiting the business I need to succeed?
programmes and more cost effec- therefore more likely to be put into granular form. Then, present it as thanks to the creation of a high-per- Mr Belliveau concludes: “Employees

94%
Although this publication is funded through advertising and tive than allowing employees time practice,” says Ms Edwards. easily, clearly and accessibly as pos- forming and motivated workforce. need more than ever to develop their
“Cornerstone is helping organisa- skills and understand how to learn in

68%
38%
sponsorship, all editorial is without bias and sponsored features away from their desks, micro-learn- She believes that company cul- sible, in as many formats as possi-
are clearly labelled. For an upcoming schedule, partnership ing is seen as a way of improving ture plays a huge part in encourag- ble so employees can access it on tions manage the entire life cycle of the most effective way. Cornerstone
inquiries or feedback, please call +44 (0)20 3877 3800 or employee engagement and skills in ing positive attitudes towards learn- any device or at any time. In other their talent at a strategic level, as well pushes the development of its tech-
email info@raconteur.net as provide personalised, relevant and nology, leading learning and develop-
an era of constant disruption. ing. Getty Images takes a blended words, deliver learning content in of employees stated that they
Raconteur is a leading publisher of special-interest content and
According to Gallup’s 2018 State of learning approach to training, offer- the same way it is accessed outside would stay with a company useful learning access so employees ment innovation that is transforming
research. Its publications and articles cover a wide range of topics,
the Global Workforce report, just 15 ing programmes both online and the workplace,” he advises. longer if the company invested can take ownership of their growth and lives in the workplace.”
including business, finance, sustainability, healthcare, lifestyle and say they want more personalisation
technology. Raconteur special reports are published exclusively in per cent of employees worldwide are in their workplace learning face to face. It also encourages each Micro-learning might be the most in their individual careers career paths as organisations evolve,”

49%
The Times and The Sunday Times as well as online at raconteur.net actively engaged in their jobs, cost- employee to consider an annual per- accessible, personalised way for adds Mr Belliveau.
The information contained in this publication has been obtained ing an estimated $7 trillion in lost sonal development goal and gives employees to learn new skills in It’s clear that effectively managing For more information please visit

26%
from sources the Proprietors believe to be correct. However, revenue annually. of employees say they would all staff access to an online on-de- the digital era. But without careful talent, ensuring employees are moti- cornerstoneondemand.co.uk
no legal liability can be accepted for any errors. No part of this The intended outcomes of pick up skills faster if they had mand learning platform, which can consideration of the content cre- vated and bringing as much value to
publication may be reproduced without the prior consent of the
micro-learning certainly seem to more direct control over the be used via mobile and when work- ated and the outcomes required, it the company as possible is no small
Publisher. © Raconteur Media pace of workplace learning want to learn only when they
match what employees want. A ing from home. won’t improve engagement. As ever, task. But at the same time, overwhelm-
need to learn
recent report by global learning Ms Edwards says Getty Images is success lies in truly understanding ing staff with irrelevant or unneces-
@raconteur /raconteur.net @raconteur_london consultancy Kineo examined the Kineo 2019 say they want bite-sized learning exploring how social learning can your people. LinkedIn sary learning experiences can do more

raconteur.net /learning-development-2019
02 LEARNING & DEVELOPMENT RACONTEUR.NET 03
Commercial feature

LEARNING &

Paul Schafer/Unsplash
DEVELOPMENT Address the
challenges they The age of
talent experience
face and concerns
Distributed in
they have, rather
than just dumping
content on them
Since the term was coined in 1997, talent management has
Published in association with

be better utilised in the business,


played a central role in the human resources (HR) strategies
through both peer-to-peer learning
and user-generated content from
of companies of all sizes
in-house experts.
“We’re looking at allowing employ-
Contributors
ees to upload their own content, like
short video recordings, to a platform he ability for businesses to
Jon Axworthy Suchandrika where it can be assessed and shared. T attract, retain and develop
Freelance journalist, Chakrabarti This will help us better prove the high-quality staff is becoming
writing about health, Freelance journalist and effectiveness of the training, knowl- increasingly vital for success as up-start
tech, science and the podcaster, her work has
edge application and behavioural competitors continue to disrupt tradi-
future, his work has been been published in The
published in T3, Wareable Guardian, The Times
change, but also enables more shar- tional industries by leveraging innovative
and The Ambient. and the New Statesman. ing of experiences,” she says. technologies and skilled employees.
Not all L&D professionals are Yet talent management has signif-
Peter Crush Cath Everett convinced that the trend towards icantly evolved over the last 20 years.
Freelance business Journalist specialising PE RSONALIS ATION micro-learning is inevitable or The advances of technology in the
journalist, specialising in workplace, leadership even desirable. business and consumer world are

Why micro-learning
in human resources and and organisational
Nick Shackleton-Jones, director of causing staff to have high expectations
management issues, he culture issues, she also
was deputy editor of writes about the impact learning and performance innova- of the employee experience, leading to
HR magazine. of technology on business tion at PA Consulting, believes the the establishment of a new discipline
and society. idea that we have shorter attention called talent experience that focuses

requires a focused
spans and need more bite-sized, on an employee-centric view, rather
Karam Filfilan Daniel Thomas micro-learning content is funda- than a company-centric model.
Business editor and Writer and editor, he has
mentally wrong. “We have a strong belief that
journalist specialising contributed to the BBC,
in human resources, Newsweek, Fund Strategy “Attention spans haven’t signifi- companies need to embrace the ben-

development strategy
the future of work and and EducationInvestor, cantly reduced; people still binge- efits of both talent management and
innovation. Previously among other publications. watch Netflix series. But there is so talent experience to be successful. global leader in cloud-based learning, harm than good, illustrating the impor-
deputy editor of much more out there to compete for Firms should join together their goals talent management and talent experi- tance of deploying a sophisticated
Changeboard.
our attention,” he says. and objectives with employee aspira- ence software. talent experience strategy.
“When employees say ‘I don’t have tions if they want to be in a position There are countless platforms that Conversely, deploying cumbersome
time for training’, what they really where they can thrive and overcome provide HR teams the tools they need and unfriendly learning and talent man-
mean is ‘your training is a waste the challenges of an ever-changing to plan for the future and align talent agement processes causes harm too.
of time to me’. They always have world,” says Vincent  Belliveau, chief objectives with business objectives. This points to the need for companies to
time to Google a problem,” adds Mr executive, Europe, Middle East and But organisations sometimes focus too think holistically about both talent man-

Splitting training Karam Filfilan


learning intentions of 8,000 employ-
ees across 13 different industries. It
enable them to train in a way that is
in sync with the needs of business,”
of information. In doing so, they
become used to learning at their
Shackleton-Jones.
He believes the danger of
Africa, at  Cornerstone OnDemand, a much on either talent management or
talent experience, when actually both
agement and talent experience.
At a time when many organisations
into bite-sized found a huge gap between the qual- argues John Yates, director of corpo- own pace, in their own way. micro-learning is that employers together is what’s needed. Together, are undergoing often dramatic levels
isengaged employees, an ity of training offered and the needs rate learning at City & Guilds Group, For L&D leaders, the challenge of focus too much on the structure organisations attract, upskill and retain of change and disruption due to the
chunks, fitted D

93%
always-on culture and the of employees. Of those surveyed, 85 of which Kineo is a member. how to ensure these learning desires and ease of use of training pro- their people, while employees feel impact of technology, companies need
constant need to update per cent said they struggled to access “A more personalised, blended marry with the needs of the busi- grammes and not enough on the motivated, engaged and envisage a to ensure employees remain confident
around employee skills during a period of technolog- training in their workplace, with learning approach, delivered at the ness, and are measurable, remain. actual content. future with their organisation. in their ability to utilise new technologies
Publishing manager
Libby Owen-Jones
Head of production
Justyna O'Connell
schedules and suited ical upheaval; there are many chal-
lenges facing learning and devel-
only 16 per cent of employees finding
the learning programmes offered by
point of need, is critical if employ-
ers want to build an engaged and
It’s important to focus on learn-
ing outcomes, rather than differ-
“The key to engaging employees in
training is to address the challenges
“The expectation of fast, anywhere
and anytime learning is now the norm,
and create meaningful business value.
The suite of solutions offered by

Associate editor Design to their own pace, is opment (L&D) professionals. With their employers effective. skilled workforce that’s fit for the ent types of learning methods, says they actually face and concerns of global CEOs recognise the
need or have taken steps to
and future generations will seek the Cornerstone enables employees to
employees increasingly seeking To combat this, employees wanted future, and prevent investment Kim Edwards, senior manager of they have, rather than just dumping skills to evaluate and act on information, access on-demand learning and make
Peter Archer Joanna Bird
Sara Gelfgren trending in learning personalised, digital learning, it is to take L&D into their own hands. from going to waste.” talent and leadership development content on them. Training teams change their strategies for rather than just recall large amounts of use of self-service tools that allows
no surprise to see a trend towards Some 71 per cent wanted to choose For many organisations, the trend at Getty Images. need to invest more time in actually attracting and retaining the knowledge,” says Mr Belliveau. them to thrive no matter what chal-
Kellie Jerrard
and development,
Deputy editor
Francesca Cassidy Harry Lewis-Irlam micro-learning. But is packaging when and where to undertake their towards micro-learning is irre- “I’m not keen on the term understanding their audiences,” best people, but… By utilising the latest innovations in lenges they encounter in work.

61 %
Managing editor
Celina Lucey
Colm McDermott but careful training programmes into bespoke,
bite-sized chunks really the best
own training, 68 per cent believed
they would pick up skills faster if they
versible. The new cohort of genera-
tion Z employees has grown up uti-
‘micro-learning’, as I’m not sure dis-
tinctions between different methods
he insists.
This is a view shared by James
artificial intelligence and personalisa-
tion technologies, Cornerstone provides
Comprehensive, centralised tools
help prepare workforces for this next
Benjamin Chiou Samuele Motta
Jack Woolrich implementation way to upskill a workforce?
Micro-learning – on-demand,
had more control over their learning
and 66 per cent had opted to invest in
lising digital content for learning
– think YouTube, online forums
of learning is helpful. The assimila-
tion and application of knowledge
Cory-Wright, head of learning
design at Kineo, who wants training
staff access to tailored learning and
development content that is relevant
era in the world of work and helps staff
to answer questions like, what do I need
Head of design is crucial single outcome-focused train- self-training outside the workplace. and social media – and are used to should always be made as easy as professionals to “abandon formal of CEOs haven’t yet taken to their interests. Employees gain from to learn right now to be successful in
Tim Whitlock ing often delivered through digi- “Only by letting employees learn learning small amounts of infor- possible, which means structuring it learning structures”. using internal career portals to map out my role? Or what potential careers can
the first step
tal formats – is on the rise. More on their own terms, fitted around mation in short bursts, as well as in small, short modules that are more “Think of training as informa- a career path in their organisation, at I have in the business and what skills do
measurable than day-long training their schedules, will organisations filtering through various sources approachable and memorable, and tion and break it down into its most PwC the same time as benefiting the business I need to succeed?
programmes and more cost effec- therefore more likely to be put into granular form. Then, present it as thanks to the creation of a high-per- Mr Belliveau concludes: “Employees

94%
Although this publication is funded through advertising and tive than allowing employees time practice,” says Ms Edwards. easily, clearly and accessibly as pos- forming and motivated workforce. need more than ever to develop their
“Cornerstone is helping organisa- skills and understand how to learn in

68%
38%
sponsorship, all editorial is without bias and sponsored features away from their desks, micro-learn- She believes that company cul- sible, in as many formats as possi-
are clearly labelled. For an upcoming schedule, partnership ing is seen as a way of improving ture plays a huge part in encourag- ble so employees can access it on tions manage the entire life cycle of the most effective way. Cornerstone
inquiries or feedback, please call +44 (0)20 3877 3800 or employee engagement and skills in ing positive attitudes towards learn- any device or at any time. In other their talent at a strategic level, as well pushes the development of its tech-
email info@raconteur.net as provide personalised, relevant and nology, leading learning and develop-
an era of constant disruption. ing. Getty Images takes a blended words, deliver learning content in of employees stated that they
Raconteur is a leading publisher of special-interest content and
According to Gallup’s 2018 State of learning approach to training, offer- the same way it is accessed outside would stay with a company useful learning access so employees ment innovation that is transforming
research. Its publications and articles cover a wide range of topics,
the Global Workforce report, just 15 ing programmes both online and the workplace,” he advises. longer if the company invested can take ownership of their growth and lives in the workplace.”
including business, finance, sustainability, healthcare, lifestyle and say they want more personalisation
technology. Raconteur special reports are published exclusively in per cent of employees worldwide are in their workplace learning face to face. It also encourages each Micro-learning might be the most in their individual careers career paths as organisations evolve,”

49%
The Times and The Sunday Times as well as online at raconteur.net actively engaged in their jobs, cost- employee to consider an annual per- accessible, personalised way for adds Mr Belliveau.
The information contained in this publication has been obtained ing an estimated $7 trillion in lost sonal development goal and gives employees to learn new skills in It’s clear that effectively managing For more information please visit

26%
from sources the Proprietors believe to be correct. However, revenue annually. of employees say they would all staff access to an online on-de- the digital era. But without careful talent, ensuring employees are moti- cornerstoneondemand.co.uk
no legal liability can be accepted for any errors. No part of this The intended outcomes of pick up skills faster if they had mand learning platform, which can consideration of the content cre- vated and bringing as much value to
publication may be reproduced without the prior consent of the
micro-learning certainly seem to more direct control over the be used via mobile and when work- ated and the outcomes required, it the company as possible is no small
Publisher. © Raconteur Media pace of workplace learning want to learn only when they
match what employees want. A ing from home. won’t improve engagement. As ever, task. But at the same time, overwhelm-
need to learn
recent report by global learning Ms Edwards says Getty Images is success lies in truly understanding ing staff with irrelevant or unneces-
@raconteur /raconteur.net @raconteur_london consultancy Kineo examined the Kineo 2019 say they want bite-sized learning exploring how social learning can your people. LinkedIn sary learning experiences can do more

raconteur.net /learning-development-2019
04 LEARNING & DEVELOPMENT RACONTEUR.NET 05
Commercial feature

SOFT SKILLS For example, if an individual


has identified that public speak-  OST COMMON WAYS
M

Can you really teach workers soft skills?


ing is a soft skill that needs sharp- TO ASSESS SOFT SKILLS

Future-proof training
ening, then a plan can be put in
 ercentage of talent professionals who
P
place whereby they start leading
say their company uses the following to
more meetings, all within a safe-
assess soft skills
to-fail environment which will

with open source


boost confidence.
The recent increase

58%
70%
75%

31%

17%
A soft skills curriculum for the

10'000 Hours/Getty Images


in demand for
workplace can also be taught by
example, making sure that every-

so-called soft one from high-profile executives to


managers are all in receipt of the
skills, such as key skills the business values the According to LinkedIn’s 2018 Workplace Learning Report, 90 per
cent of executives understand the importance of learning and
most. One of the most effective ways
communication to ensure new recruits or existing

and adaptability,
employees are in step with the per-
sonnel whose soft skills you want
development to their organisations, yet only 33 per cent of talent
has been inevitable. them to emulate is to rely on com- developers would recommend their own model
pany mentorship programmes.
How to equip The good news is that leaders who
possess soft skills, such as prob-
workers with these lem-solving, positive attitude, emo- ack of support in the e-learn-

skills, however, is
tional intelligence and curiosity, are L ing sector has left many
better equipped to instil those traits learning and development

less clear-cut in others, particularly because they


are more likely to listen to feedback
(L&D) managers frustrated and strug-
gling to implement an effective and
so they can make changes. This can engaging training programme. This is
also inform the hiring process for especially concerning as recruiting and
these positions. retaining skilled employees is increas-
With this structure in place, pro- ingly difficult in the present competi-
ductivity will rise as was shown tive job market.
Jon Axworthy in a study by the Hay Group that Businesses are subsequently look-
revealed managers who incorporate ing for guidance to create a culture of
t’s an astonishing statistic, soft skills training into their lead- learning in the workplace that better
I but the World Economic ership technique can increase team supports, engages and continuously
Forum recently estimated members' performance by as much develops employees, ultimately result-
that 65 per cent of children cur- as 30 per cent. ing in improved business outcomes
rently in primary school would end Interestingly, it’s not just lead- and minimised staff turnover rates.

Tech-based assessments
Reading body language
Behavioural questions
up working in jobs that don’t even ership and management that can eThink Education, the largest cer-

Situational questions
exist today. close the soft skills gap of any organ- tified Moodle Partner worldwide  and
This stunning example of the rap- isation, and the hardest of skills, 2018 Global Totara Partner of the Year,
idly changing professional land- such as augmented reality and vir- is one such facilitator in L&D.
scape is an indication that it’s the tual reality, are being leveraged to “In a corporate learning market that

Projects
transferable skills which are going improve soft skills training. is booming, organisations are realis-
to become increasingly prized by A cutting-edge tool from ing that L&D is a critical component
employers. Also, there is going to Californian company Talespin, in attracting and retaining top talent,”
be a greater emphasis on soft skills which seeks to transform workforces LinkedIn 2019
says Brian Carlson, eThink chief exec-
training as we move ahead into a using new technologies, harnesses utive. “Online training allows them to
work environment dominated by artificial intelligence (AI) to create provide the engaging, accessible and

92%
technology and automation. a situation whereby the soft skills of cost-effective training that is required Breaking the LMS mould Additionally, this flexibility allows you
And this soft skills revolution those leaders doing to future-proof “When your learners are on board successful if you have the struc- an employee can be evaluated and to advance personnel and the company eThink’s mission is centred entirely to use new technologies, tools and
has already begun, with words their workforce? with the concept of ‘Me PLC’ they ture in place for it to thrive in the developed using software alone. as a whole.” around making extraordinary LMS sup- content in your existing training pro-
like communication, adaptabil- One of the keys to closing any soft will identify themselves whether workplace. Using 360-degree feed- Employees can interact with a vir- eThink provides fully managed port the ordinary for their clients. This grammes as they appear in the market,
ity, collaboration, leadership and
even culture-fit sharing equal bill-
skills gap in an organisation is to
motivate the existing workforce to
they have the core soft skills needed
to succeed.”
Improved workplace back, where employees receive
anonymous feedback from fel-
tual human who is programmed to
improve their soft skills, using tools
e-learning solutions for the open-
source Moodle and Totara learning
may seem like a given, but traditionally
the LMS industry has fallen short of its
without having to change products.
Mr Carlson concludes: “A future-
ing on CVs and LinkedIn profiles identify them for you. This also streamlines the process communication and empathy low workers, and internal coach- including natural language process- management systems (LMS). Through responsibility from the perspective of proof workplace learning solution that
with the hard skills learnt through “They need to take responsibility and ensures soft skills implemen- an unlimited support model, clients customer service. can meet the training needs of each
formal training. for their own career development, tation is more closely aligned to the
are the most critical factors we've ing can produce the most sig-
nificant performance boosts,
ing, speech recognition and AI to
simulate realistic conversations. enjoy full access to L&D experts who “The average L&D manager needs member of an organisation, regardless
of talent professionals and hiring
There is good reason for this too. As which is where personal branding goals of the business. identified as we think about the according to research published Kyle Jackson, chief executive managers agree that candidates are available to discuss e-learning more than just a platform; they need of department, location or where they
a recent LinkedIn survey revealed comes in,” says Stephanie Morgan, Feedback will then inform what by the Journal of Occupational and and co-founder of Talespin, says: with strong soft skills are trends, best practices and pedagogy, consistent access to expertise around are in the employee life cycle, is crit-
57 per cent of leaders say soft managing director of Bray Leino kind of coaching and soft skills future of work Organizational Psychology. “Improved workplace communica- increasingly important or to simply be a sounding board to how to configure the platform to ical to improving business outcomes.
skills are actually more important Learning, specialising in bespoke training strategy needs to be “Soft skills are best taught by tion and empathy are the most crit- help clients visualise their path to maximise learning and business out- And a flexible, customisable platform
than technical skills. But what are digital learning. in place, but these will only be creating a team of internal imple- ical factors we've identified as we L&D success. comes,” Mr Carlson explains. “It’s been will continue to support a company’s

89%
mentation specialists to sup- help organisations think about the “To continually attract and develop our company goal to flip the LMS model training programme as it scales and as
port the transfer of learning in future of work. We've developed our talent, organisations need to create a on its head, to break the mould, by put- needs evolve.
the workplace after the comple- virtual human technology to help culture of learning in their workplaces,” ting service quality first.” “The market has long been looking for
tion of a learning programme,” people better prepare for a rapidly says Mr Carlson. “eThink does this by Turnkey L&D solutions that provide a one-stop training platform-and-con-
Priscilla Du Preez/Unsplash

says Ms Morgan. “This role could changing workplace dynamic and providing a robust digital learning plat- platform, content and consultation is tent combo that can effectively help
Taking action Recruiting managers at the skills and he was asked to move be performed by a learning evolving technology by improving form, best-of-breed content and a host the way the industry is heading. More companies attract, retain and manage
company have long been made to a different role within the and development team, HR or their interpersonal skills.” of services that organisations need to important still is the ability to custom- their talent. eThink looks forward to
Some say people are hired aware of the importance of company, working more directly internal specialists.” This exciting new tool can be tai- transform their learning programmes ise this training solution so the plat- helping more companies measurably
for hard skills and fired for soft skills and there is a healthy with their customer base. And there is little doubt that soft lored to enable a business to incor- feel that “bad hires” typically and meet learning objectives.” form, content and consultative facets benefit from their training and profes-
soft skills. However, in most culture of allowing employees to He was coached in this new skills can be taught. There is plenty porate the soft skills they prize into have poor soft skills are bespoke to each organisation, sional education investment.”
organisations this thinking is reach their potential by focusing role by existing team members of evidence that problem-solving, interactions with the virtual char- which is possible with a flexible learn-
now giving way to a mindset that on their soft skills when there is a in that area and, rather than him emotional intelligence, time man- acters. Then, through scoring and ing platform that can also be future-

41%
values them equally, realising hard skills failure. losing his job and The Motley agement and even creativity can all direct feedback, a company can proofed to meet the rapid changes fre- Learn how you can future-proof
a soft skills gap will only lead An example of this was when Fool losing an employee, he filled be learnt through soft skills train- monitor an individual to see how quently seen in the L&D industry. your training programmes with
to customer service issues, an IT employee was struggling to an opening that otherwise would ing programmes. they are developing those essential open source on October 3, 2019
internal strife and high staff get to grips with one of the new have cost the company time and One of the keys to being successful skills over time. Future-proofing at 2pm. Register for the webinar at
turnover down the line. technologies the company is money to recruit for. is to ensure there is a feedback loop It’s just another example of how Luckily, open-source platforms like www.ethinkeducation.com/events
One company that has come always seeking to install to ensure And the soft skills in play weren’t in place whereby workers can be a soft skills curriculum can be Organisations are Moodle and Totara provide the free-
to this conclusion is The Motley its relevancy in the media world. just the employee’s newfound evaluated, and evaluate for them- coached, and how established realising that L&D is dom you need when it comes to flexibil-
Fool, a renowned US multimedia However, the team had already people skills, but the adaptability selves, how their skill areas are devel- practices and some exciting ity, customisation, interoperability and
financial services company based identified that this person was and problem-solving used by the oping. This can happen during the emerging strategies can be put in
have a formal process
a critical component adaptability, all features necessary for
in Alexandria, Virginia. in possession of some good soft company’s recruiting team. performance review process when
resources can also be put in place to
place right now so the benefits can
be felt by businesses sooner rather
to assess soft skills in attracting and your training programme to grow as your
company scales or evolves alongside an
help them achieve a particular goal. than later. LinkedIn 2019 retaining top talent ever-changing learning ecosystem.
RACONTEUR.NET 05
Commercial feature
For example, if an individual
has identified that public speak-  OST COMMON WAYS
M
ing is a soft skill that needs sharp- TO ASSESS SOFT SKILLS

Future-proof training
ening, then a plan can be put in
 ercentage of talent professionals who
P
place whereby they start leading
say their company uses the following to
more meetings, all within a safe-
assess soft skills
to-fail environment which will

with open source


boost confidence.

58%
70%
75%

31%

17%
A soft skills curriculum for the
workplace can also be taught by
example, making sure that every-
one from high-profile executives to
managers are all in receipt of the
key skills the business values the According to LinkedIn’s 2018 Workplace Learning Report, 90 per
cent of executives understand the importance of learning and
most. One of the most effective ways
to ensure new recruits or existing
employees are in step with the per-
sonnel whose soft skills you want
development to their organisations, yet only 33 per cent of talent
them to emulate is to rely on com- developers would recommend their own model
pany mentorship programmes.
The good news is that leaders who
possess soft skills, such as prob-
lem-solving, positive attitude, emo- ack of support in the e-learn-
tional intelligence and curiosity, are L ing sector has left many
better equipped to instil those traits learning and development
in others, particularly because they (L&D) managers frustrated and strug-
are more likely to listen to feedback gling to implement an effective and
so they can make changes. This can engaging training programme. This is
also inform the hiring process for especially concerning as recruiting and
these positions. retaining skilled employees is increas-
With this structure in place, pro- ingly difficult in the present competi-
ductivity will rise as was shown tive job market.
in a study by the Hay Group that Businesses are subsequently look-
revealed managers who incorporate ing for guidance to create a culture of
soft skills training into their lead- learning in the workplace that better
ership technique can increase team supports, engages and continuously
members' performance by as much develops employees, ultimately result-
as 30 per cent. ing in improved business outcomes
Interestingly, it’s not just lead- and minimised staff turnover rates.
Tech-based assessments
Reading body language
Behavioural questions

ership and management that can eThink Education, the largest cer-
Situational questions

close the soft skills gap of any organ- tified Moodle Partner worldwide  and
isation, and the hardest of skills, 2018 Global Totara Partner of the Year,
such as augmented reality and vir- is one such facilitator in L&D.
tual reality, are being leveraged to “In a corporate learning market that
Projects

improve soft skills training. is booming, organisations are realis-


A cutting-edge tool from ing that L&D is a critical component
Californian company Talespin, in attracting and retaining top talent,”
which seeks to transform workforces LinkedIn 2019
says Brian Carlson, eThink chief exec-
using new technologies, harnesses utive. “Online training allows them to
artificial intelligence (AI) to create provide the engaging, accessible and

92%
a situation whereby the soft skills of cost-effective training that is required Breaking the LMS mould Additionally, this flexibility allows you
an employee can be evaluated and to advance personnel and the company eThink’s mission is centred entirely to use new technologies, tools and
developed using software alone. as a whole.” around making extraordinary LMS sup- content in your existing training pro-
Employees can interact with a vir- eThink provides fully managed port the ordinary for their clients. This grammes as they appear in the market,
tual human who is programmed to e-learning solutions for the open- may seem like a given, but traditionally without having to change products.
improve their soft skills, using tools source Moodle and Totara learning the LMS industry has fallen short of its Mr Carlson concludes: “A future-
including natural language process- management systems (LMS). Through responsibility from the perspective of proof workplace learning solution that
ing, speech recognition and AI to an unlimited support model, clients customer service. can meet the training needs of each
simulate realistic conversations. of talent professionals and hiring enjoy full access to L&D experts who “The average L&D manager needs member of an organisation, regardless
Kyle Jackson, chief executive managers agree that candidates are available to discuss e-learning more than just a platform; they need of department, location or where they
and co-founder of Talespin, says: with strong soft skills are trends, best practices and pedagogy, consistent access to expertise around are in the employee life cycle, is crit-
“Improved workplace communica- increasingly important or to simply be a sounding board to how to configure the platform to ical to improving business outcomes.
tion and empathy are the most crit- help clients visualise their path to maximise learning and business out- And a flexible, customisable platform
ical factors we've identified as we L&D success. comes,” Mr Carlson explains. “It’s been will continue to support a company’s

89%
help organisations think about the “To continually attract and develop our company goal to flip the LMS model training programme as it scales and as
future of work. We've developed our talent, organisations need to create a on its head, to break the mould, by put- needs evolve.
virtual human technology to help culture of learning in their workplaces,” ting service quality first.” “The market has long been looking for
people better prepare for a rapidly says Mr Carlson. “eThink does this by Turnkey L&D solutions that provide a one-stop training platform-and-con-
changing workplace dynamic and providing a robust digital learning plat- platform, content and consultation is tent combo that can effectively help
evolving technology by improving form, best-of-breed content and a host the way the industry is heading. More companies attract, retain and manage
their interpersonal skills.” of services that organisations need to important still is the ability to custom- their talent. eThink looks forward to
This exciting new tool can be tai- transform their learning programmes ise this training solution so the plat- helping more companies measurably
lored to enable a business to incor- feel that “bad hires” typically and meet learning objectives.” form, content and consultative facets benefit from their training and profes-
porate the soft skills they prize into have poor soft skills are bespoke to each organisation, sional education investment.”
interactions with the virtual char- which is possible with a flexible learn-
acters. Then, through scoring and ing platform that can also be future-

41%
direct feedback, a company can proofed to meet the rapid changes fre- Learn how you can future-proof
monitor an individual to see how quently seen in the L&D industry. your training programmes with open
they are developing those essential source on October 3, 2019 at 2pm.
skills over time. Future-proofing Register for the webinar here.
It’s just another example of how Luckily, open-source platforms like
a soft skills curriculum can be Organisations are Moodle and Totara provide the free-
coached, and how established realising that L&D is dom you need when it comes to flexibil-
practices and some exciting ity, customisation, interoperability and
emerging strategies can be put in
have a formal process
a critical component adaptability, all features necessary for
place right now so the benefits can
be felt by businesses sooner rather
to assess soft skills in attracting and your training programme to grow as your
company scales or evolves alongside an
than later. LinkedIn 2019 retaining top talent ever-changing learning ecosystem.
06 LEARNING & DEVELOPMENT RACONTEUR.NET 07

OPINION

‘L&D programmes
should be in
alignment with the
employee’s long-term Ensure your leaders
personal goals’ forge the future
and don’t fail.
t was reported earlier this analytics and insight generated
I year that around a third by the user to deliver personalised EMPLOYEES
of UK businesses make learning experiences. These can

How learner-led
absolutely no investment in learn- help to progress them with minimal
ing and development (L&D). It’s a assistance and at a scale hitherto “The more people you have to
shocking statistic in this day and unknown. However, the current train, the more important it is
age. By looking across the mar- application of true AI in human to have an L&D programme that

training can ignite


ket though there are lessons to be resources (HR) is still quite small scales. It is so much easier to grow
learnt from big companies and and we’re at the very earliest stages your company when you can quickly
education that could benefit you if of the transformation. and easily assign critical courses to
you’re looking to develop a plan for Katarina Berg, the chief HR officer different groups of employees.”

employee development
your business or department. of Spotify, who spoke to us as part Mr Coombes points to Deloitte’s
The last few years have seen an of UNLEASH World in Paris this 2019 Global Human Capital Trends
explosion in new approaches to October, evidences this. Her role is survey, which found that 77 per cent
workplace learning, especially unique in being someone having of respondents are leaning towards “Outstanding framework
at an enterprise level. Gone are access to Spotify’s internal systems the development of the existing
the dry days of dull training ses- for audience analytics and compar- workforce over acquiring new tal- and powerful tools.
sions with little to no meaning for ing these to those on offer for HR.
Organisations are increasingly choosing assign training courses and employ- Designing a training programme and wearable devices, and the ent. “This means organisations
most workers. Functional train- She has shared with UNLEASH how ees can take them at their own pace. for employees can be complex, even introduction of augmented reality need to move to a new model for A huge impact!”
ing designed for many aspects of many embryonic systems there to move away from top-down strategies This empowers them to schedule before considering a learner-centred devices, organisations will be able learning development, integrating
health and safety has moved to dig- actually are within HR. learning according to how they like approach. “It’s not so much about to explore new approaches to virtual learning and work,” he says.
ital systems, reducing employee The critical aspect of designing and empower employees by using a more to work,” he says. pre-planned ‘lunch and learns’, but learning in small doses throughout This is why a learner-centred President, Kellogg’s
time away from being productive
and providing companies with the
an L&D programme is that it should
deliver value for both the employee learner-centred approach to workplace Over the past six years, the num-
ber of C-suites appointing chief
more about integrating these oppor-
tunities into the day-to-day tasks
the day, and in a format that will
allow workers to learn as and when
approach is so important. As Ms
Elderfield says: “If employees are
ability to track full take-up and del-
egate understanding of the subject.
and the employer. Learning is
best taken on board when it can
learning and development learning officers (CLOs) has soared
by 900 per cent, according to
so that L&D becomes part and par-
cel of the job,” says Ms Elderfield.
they see fit, personalising the learn-
ing experience.”
able to decide their paths, they’re
much more likely to be able to draw
More importantly, compa- be put into practice straight away. AVADO's Transformation in the “What’s more, with 34 per cent of The data from online learn- upon the resiliency and motivation
nies have started to adopt a pro- So within an organisation, when C-Suite report. British employees working through ing modules can help with the required to achieve truly remarka-
gramme-focused learning manage- developing plans, you should be "The need to embrace digital trans- their lunch every day, it’s a big ask ever-evolving problem of how to ble things.”
ment system (LMS) utilised by large taking stock of what aspects you’ll Suchandrika Chakrabarti formation from the top down is more to expect them to dedicate their own identify individuals’ L&D needs. An effective training programme
education establishments. They expect to see the employee pick- crucial today than ever before," free time to L&D.” “Virtual classrooms make it easy for employees creates “a more
are combining them with agile, ing up, or improving in, straight inkedIn’s 2019 Workplace new business models and changes says Niall McKinney, global pres- An L&D strategy underpinned by to create a personalised learning empowered and better-trained work-
high-quality training and devel- away. L&D programmes should be L Learning Report reveals that in technology, this has to change. ident of AVADO. "C-suite titles in technology can empower workers. path for each individual based on force”, Mr Bhatia concludes, and the
opment to deliver best-in-class in alignment with the employee’s more than 58 per cent of The balance of responsibility these influential companies serve Mr Coombes notes: “With the prolif- their individual requirements and resulting uptick in productivity will
experiences that are enriching the long-term personal goals. employees want to learn at their own has to be shared between employee as a bellwether for how rapidly and eration of cloud-connected mobile needs,” says Mr Bhatia. benefit the whole company.
lives of the employee. They often Well-structured L&D programmes pace depending on their personal and employer.” effectively companies recognise the
far exceed the quality and range of have consistently shown they can requirements, needs and interests. need to expand the skillsets of their
learning that a university or college drive up retention, ratings, reve- “Workplace fulfilment and per- leadership teams.”

Mimi Thian/Unsplash
can offer. These courses and learn-
ing programmes are based on real-
nues and return on investment.
If you’re one of the 99 per cent of
sonal development are becoming
just as important as salaries and
The rise of the CLO suggests that
more attention will be paid to cre- inclusion, according to the company’s chief D&I
We build next-level leaders
life needs and strategic objectives
of businesses.
small business in the UK, there’s
a wealth of organisations that can
bonuses,” says Hannah Elderfield,
senior behavioural analyst at
ating a learner-centred approach to
L&D, but only if senior management
officer Audra Jenkins.
The programme, which must be completed by all
that win in the digital and
Almost half of
Sky is one such employer that has
rolled out this new L&D approach.
support you with free L&D for you
and your teams. Many councils
Canvas8. “In fact, almost half of gen-
eration Y say they would consider generation Y
buys into the idea. “Embodying the
voice of the workforce is the respon-
US-based employees, automatically enrols staff
in training through bite-sized relatable scenarios,
disrupted world.
The media company has overhauled support local enterprise with free leaving a job that doesn’t offer them sibility of the entire C-suite,” says Mr via videos and short modules. It enables a more
its training programme over the last resources and the Duke of York’s learning opportunities.” say they would Coombes. “Of course, the CLO can self-driven approach and increases engagement
18 months, becoming more agile and iDEA programme is one exam- But generation Y are not the only
consider leaving help, but it needs to be owned by the compared to more traditional L&D programmes, Which is why we’ve worked
tapping into the current trend for ple of an excellent tool for self- age group in the workplace, and whole board. As workers now rate the says Ms Jenkins.
user-centric learning blended with initiated learning. organisational learning and devel- a job that doesn’t opportunity to learn as among their The company deployed gamification methods,
which it says helped drive participation. As
with market leaders like
marketing techniques to ensure opment (L&D) programmes have to
offer them learning top reasons for taking a job, it is the
employee adoption stays high.
In terms of LMS, increasingly
cover a wide age range and evolve
in response to feedback as well as to opportunities
responsibility of the CLO to translate
this desire for business leaders and
employees complete each section of the video,
they are then provided with matching, puzzle-like
Unilever, SAP, HSBC, Nike,
this is being extended from edu-
cation to employment, offering a
management decisions.
“It’s a slow change,” Richard
to integrate it into the organisation’s
talent strategy.”
games that reinforce key learnings and enable
them to reflect on how they would approach each
Virgin and many more.
school-to-working-life experience. Coombes, leader of human resources Liz Johnson, co-founder and man- Conscious inclusion diversity challenge presented.
Having employees joining a com- transformation at Deloitte, con- That equilibrium can be main- aging director of The Ability People Ms Jenkins says the Conscious Inclusion
pany that understands a platform cedes. “In our Voice of the Workforce tained by offering employees a learn- (TAP), says: “A good CLO should act as The US division of recruitment giant Randstad training is helping the company to shape its
on which they can develop their report, 50 per cent of employees er-centred approach to workplace a bridge between the workforce and last year revamped its diversity and inclusion culture. She says: “It has a positive impact on
skills and record achievements can who thought they needed to reskill education, through a mix of in-office the C-suite level. However, a compa- (D&I) efforts. One element of this was to redesign our employee engagement, while demonstrating
be compelling. saw it as the responsibility of their teaching and online learning. ny’s core values and mission should internal training and rename it Conscious Randstad’s ongoing commitment to diversity
Of course, the big rush at the employer. Only 18 per cent thought This can be a great way to empower permeate the whole organisation, no Inclusion, restructuring it as an interactive and inclusion by providing a workplace where
moment is to explore artificial it was their individual responsibility. employees to learn at their own pace, matter the level. If you want to see any programme designed to educate employees everyone is welcomed, valued and part of our
intelligence (AI) in the context of Marc Coleman “With longer life expectancies, according to Sameer Bhatia, founder real shift or culture change, you need to recognise their own biases that can impact overall success.”
L&D platforms. It’s enabling more Chief executive frequent job changes, an acceler- and chief executive of ProProfs. “With to ensure employees at every level are
and more companies to use the unleashgroup.io ating rate of skills obsolescence, an online classroom, employers can on the same page.” switchonnow.com/leadership
06 LEARNING & DEVELOPMENT RACONTEUR.NET 07

OPINION

‘L&D programmes
should be in
alignment with the
employee’s long-term Ensure your leaders
personal goals’ forge the future
and don’t fail.
t was reported earlier this analytics and insight generated
I year that around a third by the user to deliver personalised EMPLOYEES
of UK businesses make learning experiences. These can

How learner-led
absolutely no investment in learn- help to progress them with minimal
ing and development (L&D). It’s a assistance and at a scale hitherto “The more people you have to
shocking statistic in this day and unknown. However, the current train, the more important it is
age. By looking across the mar- application of true AI in human to have an L&D programme that

training can ignite


ket though there are lessons to be resources (HR) is still quite small scales. It is so much easier to grow
learnt from big companies and and we’re at the very earliest stages your company when you can quickly
education that could benefit you if of the transformation. and easily assign critical courses to
you’re looking to develop a plan for Katarina Berg, the chief HR officer different groups of employees.”

employee development
your business or department. of Spotify, who spoke to us as part Mr Coombes points to Deloitte’s
The last few years have seen an of UNLEASH World in Paris this 2019 Global Human Capital Trends
explosion in new approaches to October, evidences this. Her role is survey, which found that 77 per cent
workplace learning, especially unique in being someone having of respondents are leaning towards “Outstanding framework
at an enterprise level. Gone are access to Spotify’s internal systems the development of the existing
the dry days of dull training ses- for audience analytics and compar- workforce over acquiring new tal- and powerful tools.
sions with little to no meaning for ing these to those on offer for HR.
Organisations are increasingly choosing assign training courses and employ- Designing a training programme and wearable devices, and the ent. “This means organisations
most workers. Functional train- She has shared with UNLEASH how ees can take them at their own pace. for employees can be complex, even introduction of augmented reality need to move to a new model for A huge impact!”
ing designed for many aspects of many embryonic systems there to move away from top-down strategies This empowers them to schedule before considering a learner-centred devices, organisations will be able learning development, integrating
health and safety has moved to dig- actually are within HR. learning according to how they like approach. “It’s not so much about to explore new approaches to virtual learning and work,” he says.
ital systems, reducing employee The critical aspect of designing and empower employees by using a more to work,” he says. pre-planned ‘lunch and learns’, but learning in small doses throughout This is why a learner-centred President, Kellogg’s
time away from being productive
and providing companies with the
an L&D programme is that it should
deliver value for both the employee learner-centred approach to workplace Over the past six years, the num-
ber of C-suites appointing chief
more about integrating these oppor-
tunities into the day-to-day tasks
the day, and in a format that will
allow workers to learn as and when
approach is so important. As Ms
Elderfield says: “If employees are
ability to track full take-up and del-
egate understanding of the subject.
and the employer. Learning is
best taken on board when it can
learning and development learning officers (CLOs) has soared
by 900 per cent, according to
so that L&D becomes part and par-
cel of the job,” says Ms Elderfield.
they see fit, personalising the learn-
ing experience.”
able to decide their paths, they’re
much more likely to be able to draw
More importantly, compa- be put into practice straight away. AVADO's Transformation in the “What’s more, with 34 per cent of The data from online learn- upon the resiliency and motivation
nies have started to adopt a pro- So within an organisation, when C-Suite report. British employees working through ing modules can help with the required to achieve truly remarka-
gramme-focused learning manage- developing plans, you should be "The need to embrace digital trans- their lunch every day, it’s a big ask ever-evolving problem of how to ble things.”
ment system (LMS) utilised by large taking stock of what aspects you’ll Suchandrika Chakrabarti formation from the top down is more to expect them to dedicate their own identify individuals’ L&D needs. An effective training programme
education establishments. They expect to see the employee pick- crucial today than ever before," free time to L&D.” “Virtual classrooms make it easy for employees creates “a more
are combining them with agile, ing up, or improving in, straight inkedIn’s 2019 Workplace new business models and changes says Niall McKinney, global pres- An L&D strategy underpinned by to create a personalised learning empowered and better-trained work-
high-quality training and devel- away. L&D programmes should be L Learning Report reveals that in technology, this has to change. ident of AVADO. "C-suite titles in technology can empower workers. path for each individual based on force”, Mr Bhatia concludes, and the
opment to deliver best-in-class in alignment with the employee’s more than 58 per cent of The balance of responsibility these influential companies serve Mr Coombes notes: “With the prolif- their individual requirements and resulting uptick in productivity will
experiences that are enriching the long-term personal goals. employees want to learn at their own has to be shared between employee as a bellwether for how rapidly and eration of cloud-connected mobile needs,” says Mr Bhatia. benefit the whole company.
lives of the employee. They often Well-structured L&D programmes pace depending on their personal and employer.” effectively companies recognise the
far exceed the quality and range of have consistently shown they can requirements, needs and interests. need to expand the skillsets of their
learning that a university or college drive up retention, ratings, reve- “Workplace fulfilment and per- leadership teams.”

Mimi Thian/Unsplash
can offer. These courses and learn-
ing programmes are based on real-
nues and return on investment.
If you’re one of the 99 per cent of
sonal development are becoming
just as important as salaries and
The rise of the CLO suggests that
more attention will be paid to cre- inclusion, according to the company’s chief D&I
We build next-level leaders
life needs and strategic objectives
of businesses.
small business in the UK, there’s
a wealth of organisations that can
bonuses,” says Hannah Elderfield,
senior behavioural analyst at
ating a learner-centred approach to
L&D, but only if senior management
officer Audra Jenkins.
The programme, which must be completed by all
that win in the digital and
Almost half of
Sky is one such employer that has
rolled out this new L&D approach.
support you with free L&D for you
and your teams. Many councils
Canvas8. “In fact, almost half of gen-
eration Y say they would consider generation Y
buys into the idea. “Embodying the
voice of the workforce is the respon-
US-based employees, automatically enrols staff
in training through bite-sized relatable scenarios,
disrupted world.
The media company has overhauled support local enterprise with free leaving a job that doesn’t offer them sibility of the entire C-suite,” says Mr via videos and short modules. It enables a more
its training programme over the last resources and the Duke of York’s learning opportunities.” say they would Coombes. “Of course, the CLO can self-driven approach and increases engagement
18 months, becoming more agile and iDEA programme is one exam- But generation Y are not the only
consider leaving help, but it needs to be owned by the compared to more traditional L&D programmes, Which is why we’ve worked
tapping into the current trend for ple of an excellent tool for self- age group in the workplace, and whole board. As workers now rate the says Ms Jenkins.
user-centric learning blended with initiated learning. organisational learning and devel- a job that doesn’t opportunity to learn as among their The company deployed gamification methods,
which it says helped drive participation. As
with market leaders like
marketing techniques to ensure opment (L&D) programmes have to
offer them learning top reasons for taking a job, it is the
employee adoption stays high.
In terms of LMS, increasingly
cover a wide age range and evolve
in response to feedback as well as to opportunities
responsibility of the CLO to translate
this desire for business leaders and
employees complete each section of the video,
they are then provided with matching, puzzle-like
Unilever, SAP, HSBC, Nike,
this is being extended from edu-
cation to employment, offering a
management decisions.
“It’s a slow change,” Richard
to integrate it into the organisation’s
talent strategy.”
games that reinforce key learnings and enable
them to reflect on how they would approach each
Virgin and many more.
school-to-working-life experience. Coombes, leader of human resources Liz Johnson, co-founder and man- Conscious inclusion diversity challenge presented.
Having employees joining a com- transformation at Deloitte, con- That equilibrium can be main- aging director of The Ability People Ms Jenkins says the Conscious Inclusion
pany that understands a platform cedes. “In our Voice of the Workforce tained by offering employees a learn- (TAP), says: “A good CLO should act as The US division of recruitment giant Randstad training is helping the company to shape its
on which they can develop their report, 50 per cent of employees er-centred approach to workplace a bridge between the workforce and last year revamped its diversity and inclusion culture. She says: “It has a positive impact on
skills and record achievements can who thought they needed to reskill education, through a mix of in-office the C-suite level. However, a compa- (D&I) efforts. One element of this was to redesign our employee engagement, while demonstrating
be compelling. saw it as the responsibility of their teaching and online learning. ny’s core values and mission should internal training and rename it Conscious Randstad’s ongoing commitment to diversity
Of course, the big rush at the employer. Only 18 per cent thought This can be a great way to empower permeate the whole organisation, no Inclusion, restructuring it as an interactive and inclusion by providing a workplace where
moment is to explore artificial it was their individual responsibility. employees to learn at their own pace, matter the level. If you want to see any programme designed to educate employees everyone is welcomed, valued and part of our
intelligence (AI) in the context of Marc Coleman “With longer life expectancies, according to Sameer Bhatia, founder real shift or culture change, you need to recognise their own biases that can impact overall success.”
L&D platforms. It’s enabling more Chief executive frequent job changes, an acceler- and chief executive of ProProfs. “With to ensure employees at every level are
and more companies to use the unleashgroup.io ating rate of skills obsolescence, an online classroom, employers can on the same page.” switchonnow.com/leadership
08 LEARNING & DEVELOPMENT RACONTEUR.NET 09

9 4 5
WAYS THE
As workers increasingly YOUNGER WORKERS WANT FACTORS DRIVING DIGITAL LEARNING
demand that education MORE CONTROL Percentage of L&D professionals who believe the following will accelerate

L&D FUNCTION
Hemsley Fraser 2019

and training be integral to Percentage of workplace learners who want digital learning the most over the next two to three years

their jobs, the nature of fully self-directed and independent learning

workplace learning and

IS EVOLVING

43%

42%

33%

33%
development is changing,
and receiving a lot more 20% 20% 19% 12%
attention in the boardroom
Better ‘blended' Self-led learning Better digital Micro-learning
experiences user experience

1 BUDGET RESTRAINTS ARE REDUCING


Percentage of global talent developers who rated
‘limited budget’ as a top challenge in their L&D department

49%
12% 9% 8% 1%

Baby boomers
Generation X
Generation Z
2017

Millennials
Integration with Chatbots and AI recommendations Other

32%
other IT learning machine-learning
Linkedin 2019
2018

2019
27% 6 LEARNING METHODS CHANGE AS
WORKPLACE L&D EVOLVES
How L&D methods have changed over the past
two decades, based on Josh Bersin’s analysis,
‘A New Paradigm For Corporate Training:
7 SKILLS GAP CONCERNS ARE GROWING
Percentage of global chief executives who are
concerned about the availability of key skills
PwC 2019

55%

53%

58%

63%

73%

72%

77%

80%

79%
Learning In The Flow of Work’

1998 1998-2002

1999 E-learning and


blended learning (combining
2000 on and offline experiences)

2001 -- Self-study
-- Online learning
2002

2003

2004

2018
2014

2015
2013

2016

2019
2012

2017
2011
Linkedin 2019 2005 2005

2006 Integrated talent management

2 3 8 9
2007 -- Career-focused or
job-aligned learning
BUDGETS ARE CHANGING TRAINING BEATS HIRING EMPLOYEES ARE AWARE SOME BARRIERS STILL PERSIST
2008 -- Lots of topics
Percentage of global talent developers who say they are spending Areas where HR and workplace leaders expect to focus OF THEIR SKILLS GAPS Percentage of L&D professionals who see the
more or less on the following compared with three years ago on given the choice between accessing new talent and 2009 Survey of 7,000 employees self-assessing following as a challenge
training existing employees their level of proficiency of in-demand skills
2010 2010
Leaders have traditional

70%
Spending less Spending more
31% 2011 Continuous learning expectations of L&D that are
Strongly difficult to challenge
2012 -- Learning on demand
toward training 78%
-- Embedded learning
2013
Online 2018
46% Learning not being seen as a
learning 9% 59% 2014 said they haven’t mastered the
Moderately Digital learning management priority
toward training
skills they need for their jobs today
2015 76%
-- Everyone
2016

80%
-- All the time
17% The organisational culture does
-- Everywhere
Moderately 2017 not support social learning
Instructor-led toward new
2018 2020 64%
training 39% 24% talent
2019 Learning in the flow of work
7%
Learning is seen as a cost-centre,
Strongly 2020 -- Learning on the job said they lack both the skills they
not an investment
toward new -- Learning on the platform in need both for their current role
talent 2021 which you work and their future career 64%
Linkedin 2019 Deloitte 2019 Josh Bersin 2018 Gartner 2018 CIPD 2019
08 LEARNING & DEVELOPMENT RACONTEUR.NET 09

9 4 5
WAYS THE
As workers increasingly YOUNGER WORKERS WANT FACTORS DRIVING DIGITAL LEARNING
demand that education MORE CONTROL Percentage of L&D professionals who believe the following will accelerate

L&D FUNCTION
Hemsley Fraser 2019

and training be integral to Percentage of workplace learners who want digital learning the most over the next two to three years

their jobs, the nature of fully self-directed and independent learning

workplace learning and

IS EVOLVING

43%

42%

33%

33%
development is changing,
and receiving a lot more 20% 20% 19% 12%
attention in the boardroom
Better ‘blended' Self-led learning Better digital Micro-learning
experiences user experience

1 BUDGET RESTRAINTS ARE REDUCING


Percentage of global talent developers who rated
‘limited budget’ as a top challenge in their L&D department

49%
12% 9% 8% 1%

Baby boomers
Generation X
Generation Z
2017

Millennials
Integration with Chatbots and AI recommendations Other

32%
other IT learning machine-learning
Linkedin 2019
2018

2019
27% 6 LEARNING METHODS CHANGE AS
WORKPLACE L&D EVOLVES
How L&D methods have changed over the past
two decades, based on Josh Bersin’s analysis,
‘A New Paradigm For Corporate Training:
7 SKILLS GAP CONCERNS ARE GROWING
Percentage of global chief executives who are
concerned about the availability of key skills
PwC 2019

55%

53%

58%

63%

73%

72%

77%

80%

79%
Learning In The Flow of Work’

1998 1998-2002

1999 E-learning and


blended learning (combining
2000 on and offline experiences)

2001 -- Self-study
-- Online learning
2002

2003

2004

2018
2014

2015
2013

2016

2019
2012

2017
2011
Linkedin 2019 2005 2005

2006 Integrated talent management

2 3 8 9
2007 -- Career-focused or
job-aligned learning
BUDGETS ARE CHANGING TRAINING BEATS HIRING EMPLOYEES ARE AWARE SOME BARRIERS STILL PERSIST
2008 -- Lots of topics
Percentage of global talent developers who say they are spending Areas where HR and workplace leaders expect to focus OF THEIR SKILLS GAPS Percentage of L&D professionals who see the
more or less on the following compared with three years ago on given the choice between accessing new talent and 2009 Survey of 7,000 employees self-assessing following as a challenge
training existing employees their level of proficiency of in-demand skills
2010 2010
Leaders have traditional

70%
Spending less Spending more
31% 2011 Continuous learning expectations of L&D that are
Strongly difficult to challenge
2012 -- Learning on demand
toward training 78%
-- Embedded learning
2013
Online 2018
46% Learning not being seen as a
learning 9% 59% 2014 said they haven’t mastered the
Moderately Digital learning management priority
toward training
skills they need for their jobs today
2015 76%
-- Everyone
2016

80%
-- All the time
17% The organisational culture does
-- Everywhere
Moderately 2017 not support social learning
Instructor-led toward new
2018 2020 64%
training 39% 24% talent
2019 Learning in the flow of work
7%
Learning is seen as a cost-centre,
Strongly 2020 -- Learning on the job said they lack both the skills they
not an investment
toward new -- Learning on the platform in need both for their current role
talent 2021 which you work and their future career 64%
Linkedin 2019 Deloitte 2019 Josh Bersin 2018 Gartner 2018 CIPD 2019
10 LEARNING & DEVELOPMENT RACONTEUR.NET 11
Commercial feature
L&D as theirs and because they don’t

Thomas Barwick/ Getty Images


often have an L&D background of

Bite-sized
their own”. CONTINUOUS LEARNING WITH GETABSTRACT TOP READS
He adds: “Even though the CEO It’s fair to say

68% 32%
and L&D are actually aligned in their

01
thinking, they’re sometimes so many most L&D

learning for
rungs removed that they don’t get to
speak to each other.”
departments are
Mr Jankel notes it’s ironic that L&D currently part of
professionals facilitate leadership for The Introverted Leader
HR and not on

business
others, but don’t develop their own Berrett-Koehler, 2018
leadership skills, which is vital if they an equal footing
are to step up.
Others suggest the idea that L&D with it of reading happens of reading happens

success 02
should somehow free itself from HR during office hours outside of work
isn’t practical. “While L&D gener-
ally doesn’t fight its corner as much
as it probably should, neither can 39% 61% 45% 55%
it go rogue,” says Stuart Duff, char- business focused,” she says. “Even Other Business Other Business The Now Habit
tered business psychologist and head though the UK L&D team reports content content content content Tarcher Perigee, 2007
of development at Pearn Kandola. through HR, what’s unique is getAbstract provides smart, accessible
“HR and L&D must work together. A the fact senior management is so
healthy people function has to have engaged in the learning and it defi- learning to companies worldwide

03
connection between the two.” nitely elevates L&D higher than it
Mr Duff believes L&D should focus would otherwise be.
on assessing people potential and “HR and L&D must have conversa- WHAT? WHAT?
talent development, but then present tions as equals. When I sat down to n 1999, young entrepreneurs The company’s editors curate
post-learning metrics before part- devise our core HR pillars for 2019, I Patrick Brigger and Thomas their selections based on quality, To-Do List Formula
The Art of Productivity, 2016
nering up with HR to put forward a one of which is improving core capa- Bergen were looking for innovation and applicability, draw-
solid case. bility, we also sat with L&D to talk an innovative idea to launch a new ing from the work of more than 600
It’s a view not lost on others. “L&D about how to achieve it.” startup. They soon stumbled across publishing partners. The editors
a gap in the market that paved the constantly scour websites, catalogues,

04
spends 80 per cent of its time deliv- In rare organisations, L&D is a busi-
ering,” says Jo Taylor, former head of ness function that ranks higher than way to do just that. magazines, newspapers, book fairs and
learning and talent at Channel 4 and HR. “Our entire business is predi- “As entrepreneurs, we needed bookstores to find the best content. 19% 81% 34% 66%
now managing director of Let’s Talk cated on hiring the best and then smarter, quicker, better informa- The world of learning and Mobile Desktop Mobile Desktop
Talent. “My challenge is for it to move developing them,” says Chris Birtle, tion,” Mr Brigger explains. “We wanted development (L&D) has undergone device device
more into business performance and head of training and development to have instant access to all the major transformations since 1999, yet Making Up Your Own Mind
predicting learning success,” she at Heat Recruitment. “I’m probably knowledge contained in the business getAbstract has been able to keep Princeton UP, 2019
says. “Enlightened HR should also a bit different from other L&D pro- books on our bookshelves. And we pace by continuing to provide clients
understand they’ll get further work- fessionals in that I’ve come up from knew we could make that knowledge with outstanding, up-to-date content.
accessible and useful to others as well.” getAbstract clients, often companies

05
L&D DEPARTMENT business concern,” argues Matt Ash, ing in parallel with L&D too.” a sales background. As such, I work
head of learning at creative agency This advice couldn’t be more pres- very closely with the sales director, This realisation led Mr Brigger, with with thousands of employees, reap
HOW? HOW?

In search of
Media Zoo. “At a time when business cient. A recent report by Towards setting the culture of the business Mr Bergen and their third co-founder, the benefit of continuous learn-
success is based on the agility of its Maturity found only 31 per cent of and how we’re going to improve busi- best-selling author Rolf Dobelli, to ing, which enables them to be more
people to demonstrably upskill, it L&D managers currently work with ness results with our talent develop- launch getAbstract, an online library of innovative in a fast-moving and
feels like L&D’s time has come.” business leaders to identify the skills ment plans. HR, meanwhile, tends to concise business book summaries. unpredictable business environment. This Messy Magnificent Life

L&D’s place
But it’s also a view that divides they want to improve. stick to policy and procedure.” “When we started, only one other “The challenge for many L&D Scribner, 2018
opinion, the fault line around Ms Taylor adds: “What L&D really His position is cemented, he says, firm was offering book summaries, departments is that changes happen
which is whether L&D should work has to do is demand to know the because he provides the return on and only in print, in limited quantity extremely quickly; what you learnt getAbstract 2019

with HR as a duo of force at the vision of the business, so they can investment data the rest of the busi- and from a handful of publishers,” yesterday is not necessarily what you

within a business
board or whether L&D should feed their insight into it. L&D profes- ness demands. “An area we tack- says Mr Brigger, who recognised need to know today,” says Mr Brigger.
become a strategic spun-off disci- sionals don’t set out to be operational, led recently was the fact that 22 per an unmet demand. “We took a chance And this is where he sees the most prevent them from learning, even if that productive, how to sell and promote
pline in its own right. but unless they push for inclusion, cent of people accepting the role and never looked back.” promising opportunities. means reading or listening to content a product, and how to drive a career
“It’s fair to say most L&D depart- they do risk remaining a cash-rich, we placed them in would then drop Now getAbstract is the world’s largest for five quick minutes on a mobile and run a successful organisation.
library of compressed knowledge, fea- Learning workers and leaders device in an airport lounge.” However, we also want to provide the
ments are currently part of HR and
not on an equal footing with it,”
training delivery function.”
Signs that more HR and L&D
out, which was disheartening for
our own staff, but also our clients turing more than 20,000 summaries Business guru Peter Drucker coined
The challenge for many L&D In its quest to serve global needs, larger context,” he says.
says Simon Ashton, head of L&D at departments are working collabora- too. We redressed this with addi- of business books, articles, podcasts the term “knowledge workers” departments is that changes getAbstract provides summaries in “We’ve extended our traditional
Phoenix Leaders. tively together can be seen. Lindsay tional L&D and we’ve now seen this and videos. It has become a preferred to describe highly skilled employ- English, German, Spanish, French, business library to encompass a
Whether learning and Peter Crush Nick Jankel, author of Switch On: Bridges, board director and senior fall to 17 per cent, equivalent to a learning solution for corporate and ees who apply their knowledge happen extremely quickly; Portuguese, Russian and Mandarin science library, a politics library, an

development should reside


Unleash Your Creativity and C-suite vice president of HR at DHL, says £0.25-million cost-reduction.” individual customers worldwide. to develop sophisticated products and what you learnt yesterday is not Chinese. Its multi-language libraries economics library and an ‘Inside
or what seems like years L&D specialist to the likes of Intel and the head of its leadership develop- The message, it seems, is clear. services. The phrase is now com- are unique in the world of business China’ library, where we find and rate
F necessarily what you need to
within human resources now, there have been heated HSBC, says even people with chief ment programme reports directly to When L&D has its finger on the World’s best business content monplace in management jargon, and global companies among their content in Mandarin and summarise it
conversations among learning officer titles tend to report the board. business pulse, and has HR’s back- Almost 21 years later, Mr Brigger but Mr Brigger says he prefers to use
know today customers, such as Microsoft, in English. No one else offers access
or alongside as its own human resources (HR) professionals to HR “often because many human “There is now recognition that ing, it really is a function to be is proud of what getAbstract has the terms “learning workers” and welcome having an extensive bank to that kind of knowledge from the
about their strategic place in the busi- resources directors want to present learning needs to be strongly reckoned with. achieved. The company finds, rates “learning leaders”. of information that everyone in their Chinese business press.”
empowered business unit ness, not least whether they have a and summarises the world’s best “L&D solutions often focus on international workforce can share. Looking ahead, Mr Brigger sees the
right to sit at the top table or still have business content to enable users to developing workplace skills, but getAbstract is committed to helping company continuing to develop in this
remains a contentious issue to earn it. All the while, dutiful learn- learn quickly, efficiently and flexibly, employees need, and often want, a the next generation of leaders seize vein. “We intend to produce more
ing and development (L&D) profes- IMPACT OF SKILLS GAPS ON THE WIDER BUSINESS wherever they are and from any device. broader perspective, which includes boundaries. L&D needs to foster an their opportunities and understand applicable, high-quality content from
sionals have been quietly getting on Global survey of chief executives “We select and summarise our solutions that allow them to develop urge for curiosity and then be able to their challenges. As part of a new a wider variety of sources and to con-
with the job of doing HR’s bidding. content in a completely unbiased and themselves holistically,” he says. satisfy that curiosity in various areas.” initiative, getAbstract now offers tinue to be the dominant, most useful
But is all this set to change? We are not able to innovate effectively 55% neutral fashion,” he explains, adding “Moreover, it’s important to extend students free access to its online presenter of essential business con-
In PwC’s 20th Global CEO Survey, jokingly: “We are Swiss, after all.” personal knowledge beyond existing Pushing boundaries library, a public service embraced at tent summaries worldwide,” he says.
77 per cent of chief executives believe To succeed in a world shaped by once by students worldwide. “We know that it can be tough to stay
the availability of skills is their biggest Our people costs are rising more than expected 52% unprecedentedly rapid change, Mr on top of the latest developments in a
business worry. In fact, it’s so severe Brigger maintains you have to think Beyond business world that’s changing at such a break-
Our quality standards and/or customer
that 60 per cent say they’re actively 47% creatively and curiously, both on a While getAbstract’s primary aim is neck pace, but we’re here to cut through
experience are impacted
rethinking their HR function to solve corporate and personal level, while to educate on business matters, Mr the noise and make learning immediate,
it. So could the answer be right there We are unable to pursue a market opportunity 44% constantly envisioning what the next Brigger is acutely aware of how inter- smart, manageable and meaningful.
in front of them that, given a choice innovation might look like. connected the world has become. This is the age when companies need
between HR and L&D, they should go “We’re always thinking about our He’s adamant that to foster a deep purpose, as well as profit, and we’re very
We are missing our growth targets 44%
direct to the experts for their counsel, customers, how their habits and understanding of a subject like clear that this is our mission.”
to L&D itself? needs are changing in tandem with business, you must have a solid grasp of
We cancelled or delayed a key strategic initiative 22%
The logic is certainly appealing. the world around them,” he says. “We the scientific, political and economic For more information please visit
“Progressive L&D no longer needs There is no impact on my organisation’s strive to make knowledge accessible to forces which shape global affairs. www.getabstract.com
Patrick Brigger and
to wait for permission to measure growth and profitability 4% Thomas Bergen,
everyone everywhere, regardless of “We offer the hands-on, skill-based
against performance and outcomes, founders of how much time they have. We know information that learning work-
and present learning as a strategic PwC 2019 getAbstract people are busy, but that shouldn’t ers need, like how to be personally
10 LEARNING & DEVELOPMENT RACONTEUR.NET 11
Commercial feature
L&D as theirs and because they don’t

Thomas Barwick/ Getty Images


often have an L&D background of

Bite-sized
their own”. CONTINUOUS LEARNING WITH GETABSTRACT TOP READS
He adds: “Even though the CEO It’s fair to say

68% 32%
and L&D are actually aligned in their

01
thinking, they’re sometimes so many most L&D

learning for
rungs removed that they don’t get to
speak to each other.”
departments are
Mr Jankel notes it’s ironic that L&D currently part of
professionals facilitate leadership for The Introverted Leader
HR and not on

business
others, but don’t develop their own Berrett-Koehler, 2018
leadership skills, which is vital if they an equal footing
are to step up.
Others suggest the idea that L&D with it of reading happens of reading happens

success 02
should somehow free itself from HR during office hours outside of work
isn’t practical. “While L&D gener-
ally doesn’t fight its corner as much
as it probably should, neither can 39% 61% 45% 55%
it go rogue,” says Stuart Duff, char- business focused,” she says. “Even Other Business Other Business The Now Habit
tered business psychologist and head though the UK L&D team reports content content content content Tarcher Perigee, 2007
of development at Pearn Kandola. through HR, what’s unique is getAbstract provides smart, accessible
“HR and L&D must work together. A the fact senior management is so
healthy people function has to have engaged in the learning and it defi- learning to companies worldwide

03
connection between the two.” nitely elevates L&D higher than it
Mr Duff believes L&D should focus would otherwise be.
on assessing people potential and “HR and L&D must have conversa- WHAT? WHAT?
talent development, but then present tions as equals. When I sat down to n 1999, young entrepreneurs The company’s editors curate
post-learning metrics before part- devise our core HR pillars for 2019, I Patrick Brigger and Thomas their selections based on quality, To-Do List Formula
The Art of Productivity, 2016
nering up with HR to put forward a one of which is improving core capa- Bergen were looking for innovation and applicability, draw-
solid case. bility, we also sat with L&D to talk an innovative idea to launch a new ing from the work of more than 600
It’s a view not lost on others. “L&D about how to achieve it.” startup. They soon stumbled across publishing partners. The editors
a gap in the market that paved the constantly scour websites, catalogues,

04
spends 80 per cent of its time deliv- In rare organisations, L&D is a busi-
ering,” says Jo Taylor, former head of ness function that ranks higher than way to do just that. magazines, newspapers, book fairs and
learning and talent at Channel 4 and HR. “Our entire business is predi- “As entrepreneurs, we needed bookstores to find the best content. 19% 81% 34% 66%
now managing director of Let’s Talk cated on hiring the best and then smarter, quicker, better informa- The world of learning and Mobile Desktop Mobile Desktop
Talent. “My challenge is for it to move developing them,” says Chris Birtle, tion,” Mr Brigger explains. “We wanted development (L&D) has undergone device device
more into business performance and head of training and development to have instant access to all the major transformations since 1999, yet Making Up Your Own Mind
predicting learning success,” she at Heat Recruitment. “I’m probably knowledge contained in the business getAbstract has been able to keep Princeton UP, 2019
says. “Enlightened HR should also a bit different from other L&D pro- books on our bookshelves. And we pace by continuing to provide clients
understand they’ll get further work- fessionals in that I’ve come up from knew we could make that knowledge with outstanding, up-to-date content.
accessible and useful to others as well.” getAbstract clients, often companies

05
L&D DEPARTMENT business concern,” argues Matt Ash, ing in parallel with L&D too.” a sales background. As such, I work
head of learning at creative agency This advice couldn’t be more pres- very closely with the sales director, This realisation led Mr Brigger, with with thousands of employees, reap
HOW? HOW?

In search of
Media Zoo. “At a time when business cient. A recent report by Towards setting the culture of the business Mr Bergen and their third co-founder, the benefit of continuous learn-
success is based on the agility of its Maturity found only 31 per cent of and how we’re going to improve busi- best-selling author Rolf Dobelli, to ing, which enables them to be more
people to demonstrably upskill, it L&D managers currently work with ness results with our talent develop- launch getAbstract, an online library of innovative in a fast-moving and
feels like L&D’s time has come.” business leaders to identify the skills ment plans. HR, meanwhile, tends to concise business book summaries. unpredictable business environment. This Messy Magnificent Life

L&D’s place
But it’s also a view that divides they want to improve. stick to policy and procedure.” “When we started, only one other “The challenge for many L&D Scribner, 2018
opinion, the fault line around Ms Taylor adds: “What L&D really His position is cemented, he says, firm was offering book summaries, departments is that changes happen
which is whether L&D should work has to do is demand to know the because he provides the return on and only in print, in limited quantity extremely quickly; what you learnt getAbstract 2019

with HR as a duo of force at the vision of the business, so they can investment data the rest of the busi- and from a handful of publishers,” yesterday is not necessarily what you

within a business
board or whether L&D should feed their insight into it. L&D profes- ness demands. “An area we tack- says Mr Brigger, who recognised need to know today,” says Mr Brigger.
become a strategic spun-off disci- sionals don’t set out to be operational, led recently was the fact that 22 per an unmet demand. “We took a chance And this is where he sees the most prevent them from learning, even if that productive, how to sell and promote
pline in its own right. but unless they push for inclusion, cent of people accepting the role and never looked back.” promising opportunities. means reading or listening to content a product, and how to drive a career
“It’s fair to say most L&D depart- they do risk remaining a cash-rich, we placed them in would then drop Now getAbstract is the world’s largest for five quick minutes on a mobile and run a successful organisation.
library of compressed knowledge, fea- Learning workers and leaders device in an airport lounge.” However, we also want to provide the
ments are currently part of HR and
not on an equal footing with it,”
training delivery function.”
Signs that more HR and L&D
out, which was disheartening for
our own staff, but also our clients turing more than 20,000 summaries Business guru Peter Drucker coined
The challenge for many L&D In its quest to serve global needs, larger context,” he says.
says Simon Ashton, head of L&D at departments are working collabora- too. We redressed this with addi- of business books, articles, podcasts the term “knowledge workers” departments is that changes getAbstract provides summaries in “We’ve extended our traditional
Phoenix Leaders. tively together can be seen. Lindsay tional L&D and we’ve now seen this and videos. It has become a preferred to describe highly skilled employ- English, German, Spanish, French, business library to encompass a
Whether learning and Peter Crush Nick Jankel, author of Switch On: Bridges, board director and senior fall to 17 per cent, equivalent to a learning solution for corporate and ees who apply their knowledge happen extremely quickly; Portuguese, Russian and Mandarin science library, a politics library, an

development should reside


Unleash Your Creativity and C-suite vice president of HR at DHL, says £0.25-million cost-reduction.” individual customers worldwide. to develop sophisticated products and what you learnt yesterday is not Chinese. Its multi-language libraries economics library and an ‘Inside
or what seems like years L&D specialist to the likes of Intel and the head of its leadership develop- The message, it seems, is clear. services. The phrase is now com- are unique in the world of business China’ library, where we find and rate
F necessarily what you need to
within human resources now, there have been heated HSBC, says even people with chief ment programme reports directly to When L&D has its finger on the World’s best business content monplace in management jargon, and global companies among their content in Mandarin and summarise it
conversations among learning officer titles tend to report the board. business pulse, and has HR’s back- Almost 21 years later, Mr Brigger but Mr Brigger says he prefers to use
know today customers, such as Microsoft, in English. No one else offers access
or alongside as its own human resources (HR) professionals to HR “often because many human “There is now recognition that ing, it really is a function to be is proud of what getAbstract has the terms “learning workers” and welcome having an extensive bank to that kind of knowledge from the
about their strategic place in the busi- resources directors want to present learning needs to be strongly reckoned with. achieved. The company finds, rates “learning leaders”. of information that everyone in their Chinese business press.”
empowered business unit ness, not least whether they have a and summarises the world’s best “L&D solutions often focus on international workforce can share. Looking ahead, Mr Brigger sees the
right to sit at the top table or still have business content to enable users to developing workplace skills, but getAbstract is committed to helping company continuing to develop in this
remains a contentious issue to earn it. All the while, dutiful learn- learn quickly, efficiently and flexibly, employees need, and often want, a the next generation of leaders seize vein. “We intend to produce more
ing and development (L&D) profes- IMPACT OF SKILLS GAPS ON THE WIDER BUSINESS wherever they are and from any device. broader perspective, which includes boundaries. L&D needs to foster an their opportunities and understand applicable, high-quality content from
sionals have been quietly getting on Global survey of chief executives “We select and summarise our solutions that allow them to develop urge for curiosity and then be able to their challenges. As part of a new a wider variety of sources and to con-
with the job of doing HR’s bidding. content in a completely unbiased and themselves holistically,” he says. satisfy that curiosity in various areas.” initiative, getAbstract now offers tinue to be the dominant, most useful
But is all this set to change? We are not able to innovate effectively 55% neutral fashion,” he explains, adding “Moreover, it’s important to extend students free access to its online presenter of essential business con-
In PwC’s 20th Global CEO Survey, jokingly: “We are Swiss, after all.” personal knowledge beyond existing Pushing boundaries library, a public service embraced at tent summaries worldwide,” he says.
77 per cent of chief executives believe To succeed in a world shaped by once by students worldwide. “We know that it can be tough to stay
the availability of skills is their biggest Our people costs are rising more than expected 52% unprecedentedly rapid change, Mr on top of the latest developments in a
business worry. In fact, it’s so severe Brigger maintains you have to think Beyond business world that’s changing at such a break-
Our quality standards and/or customer
that 60 per cent say they’re actively 47% creatively and curiously, both on a While getAbstract’s primary aim is neck pace, but we’re here to cut through
experience are impacted
rethinking their HR function to solve corporate and personal level, while to educate on business matters, Mr the noise and make learning immediate,
it. So could the answer be right there We are unable to pursue a market opportunity 44% constantly envisioning what the next Brigger is acutely aware of how inter- smart, manageable and meaningful.
in front of them that, given a choice innovation might look like. connected the world has become. This is the age when companies need
between HR and L&D, they should go “We’re always thinking about our He’s adamant that to foster a deep purpose, as well as profit, and we’re very
We are missing our growth targets 44%
direct to the experts for their counsel, customers, how their habits and understanding of a subject like clear that this is our mission.”
to L&D itself? needs are changing in tandem with business, you must have a solid grasp of
We cancelled or delayed a key strategic initiative 22%
The logic is certainly appealing. the world around them,” he says. “We the scientific, political and economic For more information please visit
“Progressive L&D no longer needs There is no impact on my organisation’s strive to make knowledge accessible to forces which shape global affairs. www.getabstract.com
Patrick Brigger and
to wait for permission to measure growth and profitability 4% Thomas Bergen,
everyone everywhere, regardless of “We offer the hands-on, skill-based
against performance and outcomes, founders of how much time they have. We know information that learning work-
and present learning as a strategic PwC 2019 getAbstract people are busy, but that shouldn’t ers need, like how to be personally
12 LEARNING & DEVELOPMENT RACONTEUR.NET 13
Commercial feature
of many firms’ wish lists, but could
NE X T GE NE R ATION “lose a bit of its lustre” in 2019.

Learning 62%
“Game mechanics often priori-

Why training the


tise winning over other objectives
It’s not just about
and gamification alone cannot meet of executives agree they
the needs of a diversified business. gen Z, it’s about need to retrain more than…

to make a 54%
For gamification to be successful, it
how all our lives

next generation
needs to be supplemented with other
L&D programmes,” says Mr Stephen. are changing and
CIPD’s Mr Lancaster agrees gam-
how organisations

difference
ification is just one of many useful

will be a fine art


learning tools available to firms and, mirror that in one quarter of their workforce
despite gen Z’s tech savviness, more of all employees will by 2023 due to advancing
traditional methods such as face-to- the workplace require significant automation and digitisation
face classes are still highly effective. reskilling by 2022

£270 m
One of the most popular tech-
niques to have seen a resurgence
over the last few years is so-called so learners get exactly the infor-
At a time of huge uncertainty for saving by organisations when high
automation maturity is combined
social learning, which at its essence
is the continuous process of learn-
mation they need at the point they
need it. This works well for gen Zers
business, one thing is certain: learning with advanced upskilling programmes

ing from your colleagues. This who are used to receiving things and development will continue to evolve,

2in3 60%
might mean getting staff to write on demand.
blogs, starting internal discussion Hundreds of millions of gen Z says Richard Townsend, chief executive of HR and management executives agree the impact
forums or creating micro-videos or
podcasts featuring colleagues pro-
employees are set to enter the work-
force over the next few decades and,
of digital training company Circus Street of automation on their workforce is not a key
consideration in leadership’s vision and strategy
viding expert advice. as research shows, they are less
A company offering social learn- likely to be loyal to their employers
US hiring managers believe that implementing
ing solutions is US platform Panopto, and more likely to switch careers
development programmes will prepare them for
which helps firms to record, live than previous generations. So while he world of work is chang- available on demand and delivering
future disruptions or innovations
stream and share their own L&D offering the right sort of training for T ing. Against a backdrop of “snackable” content. It also has to be
World Economic Forum/Capgemini/McKinsey/Salesforce
videos across the organisation. That this group may prove challenging, the fourth industrial revo- fun and easy to apply.
might mean getting a sales rep in getting it right is vital. lution and digital transformation so The Canadian philosopher and
the field to use their smartphone to Mr Lancaster says firms will need too is the way employees acquire the communications theorist Marshall

Understanding the needs and expectations more immersive and responsive


learning experiences.
record newly discovered information
or tactics their colleagues can use
a mix of solutions to achieve their
goals and should invite learners
skills and knowledge they need to stay
abreast of that change and deliver
McLuhan once said: “Anyone who tries
to make a distinction between educa-
Done well, this generates high levels of
engagement because it is valuable for
to use. And as the employees with the
most experience, they have many skills
implemented. With talent retention,
the changes would be higher employee
of generation Z, the latest cohort to enter One of the biggest trends has been during upcoming sales calls. to be part of the design of any train- their best performance. tion and entertainment doesn’t know both the employee and the business. their younger peers don’t yet possess. engagement, lower attrition rates and
gamification, perhaps in a nod to the Or it could mean getting your firm’s ing programme. According to human resources ana- the first thing about either.” We found that when older employ- higher quality hires.
the workforce, is vital if you are to get the huge success of video games among technical support staff to use smart- It’s important to remember that lyst Josh Bersin, 80 per cent of all com- For Circus Street, a company that has Age is no barrier to learning  ees, who are experienced in the core At a time of great uncertainty
the millennial and gen Z cohorts. But glasses to record a hands-on view of the influence of gen Z has already panies rate their business as complex been described as the “Netflix of learn- While the assumption is younger digi- subjects, were introduced to digital for business, it is at least certain
best out of your employees it is also about building the idea of installing complicated equipment stretched beyond the cohort itself or highly complex for their employees, ing”, this has been a guiding principle. tal natives will race ahead of their older learning, they were able to put this new that  learning and development will
competition into workplace learning. so new technicians can familiarise and is affecting workers of all ages. who therefore need new skills or train- Historically, companies started to colleagues in applying digital learning knowledge into context and apply it to continue to evolve, becoming increas-
Advocates say gamification allows themselves with the technology. “It’s not just about gen Z, it’s about ing to stay relevant in an increasingly use online learning because it was cost to their job, that’s not always the case.  their jobs much faster. Yes, younger ingly decentralised, with people finding
learners to test ideas in safe scenar- As Panopto points out, the main how all our lives are changing in a always-on digital world. effective. It got lots of people up to At Circus Street, we work with organ- people know a lot about technology, but a multitude of ways to access learn-
ios, and rewards participation and benefit of a social learning envi- more general sense and how organ- However, employees also have less speed on things like compliance and isations that now have five or six gen- without that deeper knowledge of the ing content, for example, online via
Daniel Thomas do not feel in-work L&D is person- contribution. But Doug Stephen, sen- ronment is it enables employees to isations mirror that in the work- time. Research from Bersin by Deloitte health and safety very quickly. erations of employees to engage with core subjects, such as sales, market- YouTube and Wikipedia, and by sharing
alised enough. ior vice president of the learning divi- take responsibility for their own place,” Mr Lancaster concludes. found that in a given week employees However, the motivation for employ- learning. There is a common perception ing and management, it can take them information with colleagues.
s any smart employer So how do employers craft effec- sion at CGS, an American corporate personal learning while leveraging “We now access information in a take less than 25 minutes of time to ees to complete the training was often that older employees find technology longer to apply their digital learning. However, alongside this decon-
A knows, workplace learn- tive training for this group? Andy training provider, is not convinced. the expertise around them. It can completely different way and L&D learn. In a shifting business landscape, the threat of getting fired if they didn’t. a barrier to learning, but that’s not the structed in-the-workflow-style learn-
ing and development (L&D) Lancaster, head of L&D at the He says gamification has been top also be done on a just-in-time basis, has to reflect that.” the window within which people can In addition, people’s experience of case if  technology is simple and easy Benefits of continuous learning ing model, companies will also need
is vital to nurturing and retaining Chartered Institute of Personnel and realistically learn is really small. That’s online learning has been quite poor, so In this age of digital transformation, structured, co-ordinated digital
your most valued staff. Yet organi- Development (CIPD), concedes that the environment in which learning it needed to be reinvented and trans- creating a continuous learning envi- learning programmes that bring every-
sations are having to rethink their it's a challenge because of this demo- is trying to flourish and that’s why it formed into something that can be ronment is more important than ever one up to speed on certain things.
WHAT DIFFERENT GENERATIONS WANT FROM L&D LinkedIn 2019
entire approach when it comes to graphic’s expectation of instant com- needs to be engaging. applied to more business-critical sub- and this has led many learning and We will see a combination of learning
teaching generation Z learners. munication and collaboration. Global survey on what different generations value from workplace learning programmes jects which people will engage with and development functions across organi- styles and higher quality, engaging,
Born between the mid-1990s “They’ve been weaned on apps Learning that works apply to their role. sations to become much more strate- structured learning programmes that
Being around other Collaborating with instructors/other learners Fully self-directed and
and early-2000s, this cohort has and are independent, so you need Understanding how learning works Modern learning solutions recognise gic, ensuring learning is tailored to the really connect with the learner. All this
colleagues while learning via forums, groups, or Q&A session independent learning
grown up in the digital age with to have learning experiences that in their organisation and the type of that truly mastering a subject means needs of the organisation and, cru- will lead to the Experience API (xAPI),
apps and instant messaging on tap reflect that. They also have shorter 71% 72% learning they should be creating is putting what you’ve learnt into prac- cially, engages the learner. a digital software specification that
and Facebook, YouTube, Google attention spans, so you need to a huge challenge for business lead- tice.  Learning has the most impact Initially, an effective learning and records, tracks and co-ordinates all
and Amazon as their lodestars. think of learning in bite-size
59% 57% ers. The days of traditional class- when it is most required. And with Understanding how learning development strategy is derived from types of learning experiences.
63% 69%
Naturally, they expect services they chunks,” he says. room-based group training sessions digital learning you can offer a greater
works in organisations is a huge the needs of the business, leading  to
receive elsewhere in life to be just Most importantly, they do not 56% 54% are over; the one-size-fits-all approach variety of content to lots of different the creation of a learning culture and Future learning strategies
as consumer friendly, flexible, per- view technology as something they doesn’t work. users and enable them to access it in challenge for business leaders. learning programmes to meet those As Guillermo Miranda, chief learn-
sonalised and engaging, and that
includes education.
use, but part of who they are and
that applies equally in the work-
Now employees engage with learn-
ing and development that is tailored
multiple environments, on a train, at
home, on smartphones and at the very
The ‘one-size-fits-all’ approach business objectives. Learning that is
closely aligned to business objectives
ing officer at IBM, said: “The learning
architecture of today is like digital
Corporate training has had to place. For this reason employers to their individual needs, flexible, moment when it is most beneficial. doesn’t work anymore is more easily aligned to the objectives marketing. It embraces many types
evolve to meet these needs, but have been turning to mobile and of individual employees in relation to of content, collects data interactions
still has a way to go. As research social networks and more adven- their role or position in a team. and activities, uses intelligent sys-
from the digital learning consul- turous edtech tools that use things 43% 42% 33% 33% Businesses that invest in this type of tems to promote content and monitor
tancy Ludic found, more than a such as augmented reality and CASE STUDY: BAYER learning expect to see a return. The cli- employee usage, and is personalised
quarter (26 per cent) of employees artificial intelligence to create Generation Z Millennials Generation X Baby boomers ents we work with have a clear set of for every job function.”
desired outcomes, for example, raising It’s an analogy that resonates with
Bayer AG is one of the largest The challenge Programme results *Circus Street
pharmaceutical companies in the floor in terms of injecting knowl- Circus Street. And in helping busi-

90%
the world; their consumer health To upskill 1,200 consumer health marketing, sales increased understanding edge into the business, raising the ceil- nesses to upskill and future-proof their
division is a leading supplier of and support employees and increase the digital of digital landscapes* ing in terms of increasing performance workforce, it is how we operate.
over-the-counter products from capacity of the business in specific areas, driving innovation,
and attracting and retaining top talent.

70%
digestive health to painkillers,
confidence increase in creating For more information please visit
travel health to skincare. Programme objectives
business oriented digital strategies* Tracking development  circusstreet.com

1,169 learners 1 Build confidence of digital technologies For each of these desired outcomes,

51%
and jargon we identify a set of trackable behav-

2
iours and changes that as a result of

8,000 learning
Better understand how to manage knowledge uplift
our learning programmes lead to those
digital channels
hours goals. For example, in raising the floor

15,834 lessons
completed
3 Be able to discuss the implementation
of digital strategy with agencies and/
or digital leads
82% completion rate
of knowledge, a trackable change could
be increased confidence levels. In rais-
ing the ceiling of knowledge, it might be
improvements to the way solutions are
12 LEARNING & DEVELOPMENT RACONTEUR.NET 13
Commercial feature
of many firms’ wish lists, but could
NE X T GE NE R ATION “lose a bit of its lustre” in 2019.

Learning 62%
“Game mechanics often priori-

Why training the


tise winning over other objectives
It’s not just about
and gamification alone cannot meet of executives agree they
the needs of a diversified business. gen Z, it’s about need to retrain more than…

to make a 54%
For gamification to be successful, it
how all our lives

next generation
needs to be supplemented with other
L&D programmes,” says Mr Stephen. are changing and
CIPD’s Mr Lancaster agrees gam-
how organisations

difference
ification is just one of many useful

will be a fine art


learning tools available to firms and, mirror that in one quarter of their workforce
despite gen Z’s tech savviness, more of all employees will by 2023 due to advancing
traditional methods such as face-to- the workplace require significant automation and digitisation
face classes are still highly effective. reskilling by 2022

£270 m
One of the most popular tech-
niques to have seen a resurgence
over the last few years is so-called so learners get exactly the infor-
At a time of huge uncertainty for saving by organisations when high
automation maturity is combined
social learning, which at its essence
is the continuous process of learn-
mation they need at the point they
need it. This works well for gen Zers
business, one thing is certain: learning with advanced upskilling programmes

ing from your colleagues. This who are used to receiving things and development will continue to evolve,

2in3 60%
might mean getting staff to write on demand.
blogs, starting internal discussion Hundreds of millions of gen Z says Richard Townsend, chief executive of HR and management executives agree the impact
forums or creating micro-videos or
podcasts featuring colleagues pro-
employees are set to enter the work-
force over the next few decades and,
of digital training company Circus Street of automation on their workforce is not a key
consideration in leadership’s vision and strategy
viding expert advice. as research shows, they are less
A company offering social learn- likely to be loyal to their employers
US hiring managers believe that implementing
ing solutions is US platform Panopto, and more likely to switch careers
development programmes will prepare them for
which helps firms to record, live than previous generations. So while he world of work is chang- available on demand and delivering
future disruptions or innovations
stream and share their own L&D offering the right sort of training for T ing. Against a backdrop of “snackable” content. It also has to be
World Economic Forum/Capgemini/McKinsey/Salesforce
videos across the organisation. That this group may prove challenging, the fourth industrial revo- fun and easy to apply.
might mean getting a sales rep in getting it right is vital. lution and digital transformation so The Canadian philosopher and
the field to use their smartphone to Mr Lancaster says firms will need too is the way employees acquire the communications theorist Marshall

Understanding the needs and expectations more immersive and responsive


learning experiences.
record newly discovered information
or tactics their colleagues can use
a mix of solutions to achieve their
goals and should invite learners
skills and knowledge they need to stay
abreast of that change and deliver
McLuhan once said: “Anyone who tries
to make a distinction between educa-
Done well, this generates high levels of
engagement because it is valuable for
to use. And as the employees with the
most experience, they have many skills
implemented. With talent retention,
the changes would be higher employee
of generation Z, the latest cohort to enter One of the biggest trends has been during upcoming sales calls. to be part of the design of any train- their best performance. tion and entertainment doesn’t know both the employee and the business. their younger peers don’t yet possess. engagement, lower attrition rates and
gamification, perhaps in a nod to the Or it could mean getting your firm’s ing programme. According to human resources ana- the first thing about either.” We found that when older employ- higher quality hires.
the workforce, is vital if you are to get the huge success of video games among technical support staff to use smart- It’s important to remember that lyst Josh Bersin, 80 per cent of all com- For Circus Street, a company that has Age is no barrier to learning  ees, who are experienced in the core At a time of great uncertainty
the millennial and gen Z cohorts. But glasses to record a hands-on view of the influence of gen Z has already panies rate their business as complex been described as the “Netflix of learn- While the assumption is younger digi- subjects, were introduced to digital for business, it is at least certain
best out of your employees it is also about building the idea of installing complicated equipment stretched beyond the cohort itself or highly complex for their employees, ing”, this has been a guiding principle. tal natives will race ahead of their older learning, they were able to put this new that  learning and development will
competition into workplace learning. so new technicians can familiarise and is affecting workers of all ages. who therefore need new skills or train- Historically, companies started to colleagues in applying digital learning knowledge into context and apply it to continue to evolve, becoming increas-
Advocates say gamification allows themselves with the technology. “It’s not just about gen Z, it’s about ing to stay relevant in an increasingly use online learning because it was cost to their job, that’s not always the case.  their jobs much faster. Yes, younger ingly decentralised, with people finding
learners to test ideas in safe scenar- As Panopto points out, the main how all our lives are changing in a always-on digital world. effective. It got lots of people up to At Circus Street, we work with organ- people know a lot about technology, but a multitude of ways to access learn-
ios, and rewards participation and benefit of a social learning envi- more general sense and how organ- However, employees also have less speed on things like compliance and isations that now have five or six gen- without that deeper knowledge of the ing content, for example, online via
Daniel Thomas do not feel in-work L&D is person- contribution. But Doug Stephen, sen- ronment is it enables employees to isations mirror that in the work- time. Research from Bersin by Deloitte health and safety very quickly. erations of employees to engage with core subjects, such as sales, market- YouTube and Wikipedia, and by sharing
alised enough. ior vice president of the learning divi- take responsibility for their own place,” Mr Lancaster concludes. found that in a given week employees However, the motivation for employ- learning. There is a common perception ing and management, it can take them information with colleagues.
s any smart employer So how do employers craft effec- sion at CGS, an American corporate personal learning while leveraging “We now access information in a take less than 25 minutes of time to ees to complete the training was often that older employees find technology longer to apply their digital learning. However, alongside this decon-
A knows, workplace learn- tive training for this group? Andy training provider, is not convinced. the expertise around them. It can completely different way and L&D learn. In a shifting business landscape, the threat of getting fired if they didn’t. a barrier to learning, but that’s not the structed in-the-workflow-style learn-
ing and development (L&D) Lancaster, head of L&D at the He says gamification has been top also be done on a just-in-time basis, has to reflect that.” the window within which people can In addition, people’s experience of case if  technology is simple and easy Benefits of continuous learning ing model, companies will also need
is vital to nurturing and retaining Chartered Institute of Personnel and realistically learn is really small. That’s online learning has been quite poor, so In this age of digital transformation, structured, co-ordinated digital
your most valued staff. Yet organi- Development (CIPD), concedes that the environment in which learning it needed to be reinvented and trans- creating a continuous learning envi- learning programmes that bring every-
sations are having to rethink their it's a challenge because of this demo- is trying to flourish and that’s why it formed into something that can be ronment is more important than ever one up to speed on certain things.
WHAT DIFFERENT GENERATIONS WANT FROM L&D LinkedIn 2019
entire approach when it comes to graphic’s expectation of instant com- needs to be engaging. applied to more business-critical sub- and this has led many learning and We will see a combination of learning
teaching generation Z learners. munication and collaboration. Global survey on what different generations value from workplace learning programmes jects which people will engage with and development functions across organi- styles and higher quality, engaging,
Born between the mid-1990s “They’ve been weaned on apps Learning that works apply to their role. sations to become much more strate- structured learning programmes that
Being around other Collaborating with instructors/other learners Fully self-directed and
and early-2000s, this cohort has and are independent, so you need Understanding how learning works Modern learning solutions recognise gic, ensuring learning is tailored to the really connect with the learner. All this
colleagues while learning via forums, groups, or Q&A session independent learning
grown up in the digital age with to have learning experiences that in their organisation and the type of that truly mastering a subject means needs of the organisation and, cru- will lead to the Experience API (xAPI),
apps and instant messaging on tap reflect that. They also have shorter 71% 72% learning they should be creating is putting what you’ve learnt into prac- cially, engages the learner. a digital software specification that
and Facebook, YouTube, Google attention spans, so you need to a huge challenge for business lead- tice.  Learning has the most impact Initially, an effective learning and records, tracks and co-ordinates all
and Amazon as their lodestars. think of learning in bite-size
59% 57% ers. The days of traditional class- when it is most required. And with Understanding how learning development strategy is derived from types of learning experiences.
63% 69%
Naturally, they expect services they chunks,” he says. room-based group training sessions digital learning you can offer a greater
works in organisations is a huge the needs of the business, leading  to
receive elsewhere in life to be just Most importantly, they do not 56% 54% are over; the one-size-fits-all approach variety of content to lots of different the creation of a learning culture and Future learning strategies
as consumer friendly, flexible, per- view technology as something they doesn’t work. users and enable them to access it in challenge for business leaders. learning programmes to meet those As Guillermo Miranda, chief learn-
sonalised and engaging, and that
includes education.
use, but part of who they are and
that applies equally in the work-
Now employees engage with learn-
ing and development that is tailored
multiple environments, on a train, at
home, on smartphones and at the very
The ‘one-size-fits-all’ approach business objectives. Learning that is
closely aligned to business objectives
ing officer at IBM, said: “The learning
architecture of today is like digital
Corporate training has had to place. For this reason employers to their individual needs, flexible, moment when it is most beneficial. doesn’t work anymore is more easily aligned to the objectives marketing. It embraces many types
evolve to meet these needs, but have been turning to mobile and of individual employees in relation to of content, collects data interactions
still has a way to go. As research social networks and more adven- their role or position in a team. and activities, uses intelligent sys-
from the digital learning consul- turous edtech tools that use things 43% 42% 33% 33% Businesses that invest in this type of tems to promote content and monitor
tancy Ludic found, more than a such as augmented reality and CASE STUDY: BAYER learning expect to see a return. The cli- employee usage, and is personalised
quarter (26 per cent) of employees artificial intelligence to create Generation Z Millennials Generation X Baby boomers ents we work with have a clear set of for every job function.”
desired outcomes, for example, raising It’s an analogy that resonates with
Bayer AG is one of the largest The challenge Programme results *Circus Street
pharmaceutical companies in the floor in terms of injecting knowl- Circus Street. And in helping busi-

90%
the world; their consumer health To upskill 1,200 consumer health marketing, sales increased understanding edge into the business, raising the ceil- nesses to upskill and future-proof their
division is a leading supplier of and support employees and increase the digital of digital landscapes* ing in terms of increasing performance workforce, it is how we operate.
over-the-counter products from capacity of the business in specific areas, driving innovation,
and attracting and retaining top talent.

70%
digestive health to painkillers,
confidence increase in creating For more information please visit
travel health to skincare. Programme objectives
business oriented digital strategies* Tracking development  circusstreet.com

1,169 learners 1 Build confidence of digital technologies For each of these desired outcomes,

51%
and jargon we identify a set of trackable behav-

2
iours and changes that as a result of

8,000 learning
Better understand how to manage knowledge uplift
our learning programmes lead to those
digital channels
hours goals. For example, in raising the floor

15,834 lessons
completed
3 Be able to discuss the implementation
of digital strategy with agencies and/
or digital leads
82% completion rate
of knowledge, a trackable change could
be increased confidence levels. In rais-
ing the ceiling of knowledge, it might be
improvements to the way solutions are
14 LEARNING & DEVELOPMENT RACONTEUR.NET 15
Commercial feature

RETURN ON INVESTMENT But change is also starting to Moreover, while 96 per cent pro-
take place in how L&D is delivered, fess a keenness for developing a bet- BENEFITS OF DATA-

Proving the value


among early adopters at least. While ter understanding of the impact of DRIVEN LEARNING
content-dumping via classroom or their activities, only 22 per cent are

58%
Percentage of L&D professionals and
online training has until now been actively trying to improve the way
business leaders who see the following
the most common approach to learn- they gather and analyse such data.
as a benefit

and return of
ing, the problem is that unless But Nick Shackleton-Jones, direc-
information is reinforced, the tor of learning and performance
of business professionals want Ebbinghaus forgetting curve – the innovation at management con-

40%

34%
39%

35%

32%
41%
to learn at their own pace decline of memory retention over sultancy PA Consulting, believes

workplace L&D
time – indicates it is lost in a mat- until the approach of L&D func-

49%
ter of days. tions change, it will be unable to
Indeed, research by cognitive sci- demonstrate an ROI because “there
entist Art Kohn found that humans isn’t one”.
forget on average 50 per cent of any “The overall picture is that it’s
want to learn in the new information within an hour, costing a lot of money to take peo-
flow of work rising to 70 per cent within 24 hours ple off the job, but it’s not having an

LinkedIn
Making a business case for investment and 90 per cent after a week.
As for trying to evaluate the
impact. In other words, you’re not
going to get an ROI for L&D using
in learning and development requires effectiveness of learning, no mat- existing approaches,” he says.
ter what its type, it seems there Instead what is required is a “shift
perfecting a learning culture is taking a new way of thinking are challenges there too. The in mindset from structural towards
that notion and integrating it into the Professionalising L&D report by the user-centred design”, he argues.
workplace in ways that deliver for both Chartered Institute of Personnel “So the focus changes from ‘Have
the worker and the business. and Development and market you learnt this information and
“These micro-learning experiences researchers Towards Maturity how do you rate it?’ to ‘What is your
have been pervasive in the consumer Cath Everett reveals that a mere 36 per cent job and how will this help you per-
world and are also very effective, of practitioners are assessing form more effectively?’” says Mr
engaging ways of learning in the flow he global workplace edu- technical expertise, such as digi- specific metrics. Shackleton-Jones. “Taking this
of your job,” says Mr Owens. “By pop- T cation market may now tal, says Octavius Black, co-founder tack helps to solve the ROI prob-
ulating easily digestible videos, tips be worth a vast $240 bil- and chief executive of organisational lem because you’re solving the
or other content inside the plat- lion, but finding effective ways to change consultancy Mind Gym, business problem.”
forms that workers live in, such as measure the return on investment although attention is starting to shift Possible approaches include meas-
Salesforce for large sales organisations, (ROI) of learning and develop- increasingly towards the former. uring an individual’s performance
companies can transform learn- ment (L&D) is not proving easy for “It’s a large market growing at and the impact on it over time of
ing from being a destination to being many organisations. a decent pace because employ- a particular intervention, which
completely aligned to tasks.” The sector grew by 7 per cent last ers are now recognising the value L&D has huge potential to really includes running pilot projects
Absorb Software provides a learning year, according to industry analyst of improving the effectiveness of make an impact on people’s based on control groups. Another
platform that empowers organisations Josh Bersin, with such outlay equating their staff,” Mr Black explains. option is to introduce project-based
to embrace learning and promote it in to about $1,200 per employee a year. “Recruitment has a mixed track performance, but in many learning initiatives based on spe-
their environment. It has a traditional Budgets are fairly evenly split record success-wise and so organi-
instances, it will require new cific business cases that are linked

Building a learning
learning management system (LMS) between nurturing soft, behav- sations are trying to make the most to certain outcomes.
but also fully understand the purpose that allows companies to build work ioural skills, such as leadership, and of what they have.” ways of thinking Whatever the method employed
of the company is a huge challenge.” paths, integrate with a variety of course though, Chris Jones, chief executive
As companies face up to the trends catalogues and serve employees with of vocational skills development

culture for the

Better learner experience and engagement


transforming the future of work, it’s the right content at the right time. organisation City & Guilds Group,

Reduced learning costs/financial savings


Django/Getty Images
increasingly clear that a learning cul- However, it has also become the first agrees that being able to measure

Helps create a culture of learnability


Boosted credibility of L&D internally
ture is a central component in the new LMS solution to enable companies to impact is becoming increasingly

through more targeted approaches


Improved business agility/quicker
definition of business success, ena- build learning into their workflow logic. significant. In his view, this is actu-

future of work

resulting in improved retention


bling the flexibility and agility needed With Absorb Infuse, organisations ally more important than calculat-

upskilling across the business

Improved ability to show ROI


to thrive in the digital age. can customise and configure Absorb ing L&D’s ROI.
“Recognise that learning and devel- code behind their firewall and build it “ROI is driven by financial direc-

across the organisation


opment is advantageous to both them entirely into their task flow to infuse tors asking to see the bottom-line
and the competitiveness of the com- learning right into the applications benefits for every pound spent,
pany,” he says. “Creating a learning where workers spend their time. but it’s arguably just one limited

As the work and jobs landscape continues to culture must be driven from the top
down, while also providing the right
Absorb is also focused on educating
the market on how to build a more
measure,” he says. “Evaluating
the impact of investing in people,
transform, it’s crucial companies embrace a learning infrastructure to support it from the learning-centric culture that prepares however, looks at how things have
bottom up. Encourage employees to organisations for disruptions in the improved in terms of proficiency
culture and adopt new ways of training their workforce carve out time in their day to engage future of work. At the heart of this is levels or staff retention, so it’s a more
in micro-learning and provide a learn- development and training as an ena- strategic set of questions relating to
ing platform that enables peer-to-peer bler of innovation and growth. business performance.” Capita 2019
usinesses are faced with an UK and United States, and a growing created a far more distributed work- knowledge sharing, content creation, “Regardless of who your employee is The starting point for L&D profes-
B unprecedented number of digital skills gap, the solution must be force that can result in non-employees tracking and feedback.” and what criteria they have, what tasks sionals in this context is to evaluate
disruptions impacting their to retrain and upskill current employ- interacting with customers. Keeping employees engaged in learn- they’re responsible for and what needs where the business is now, where it
workforce. Automation is threaten- ees rather than looking to a limited “You need to make sure the cus- ing also means understanding how its you have as a company, you can build needs to be in the future and what The effectiveness of this develop-
ing to displace jobs, new employment talent pool to replace them. tomer experience remains consistent delivery has evolved. The days when our technology into the logic of your problems need to be solved to get ment activity can then be assessed
models are emerging and there is a “The idea that AI may be displac- with the company’s mission and brand people would go to listen to subject workflow system and deliver learning there. Once desired outcomes have using indicators, such as employee
growing expectation for social trans- ing workers in certain industries is values,” says Mr Owens. “Being able matter experts through instructor-led into the flow of work,” says Mr Owens. been established, the next step is to engagement or a reduction in churn
parency. The result is an urgent need a clear disruptor,” says Mike Owens, to train distributed workers to not only training programmes are fading. “Your employees are your best asset, so come up with appropriate measures rates, to measure success.
for companies to reimagine their chief executive of Absorb Software. meet compliance regulations and feel The ubiquity of personal comput- it’s crucial we educate the C-suite on to understand whether the interven- But such data is also usually much
organisational structures. “But in the midst of an exacerbating connected enough to the customer, ers initiated the concept of e-learn- why learning is so central to a compa- tion led to them being met or not. more convincing to senior execu-
In a recent study by human skills shortage, it just doesn’t make ing, whereby courses were delivered ny’s productivity and competitiveness. But the effective use of both human tives when trying to make a business
resources (HR) consulting firm Mercer, sense to look to fulfil resourcing needs online, while the YouTube generation “From a thought-leadership level, resources (HR) and operational data case for investment or articulating
three quarters of HR leaders predicted with external talent when very few gave birth to micro-learning. Digital we’re providing the counsel and from a can also play a useful role by ena- the benefits of upskilling employees
significant industry disruption in good people are unemployed and learning solutions now fuse instruc- technology perspective we have solu- bling L&D professionals to identify than simply providing them with
the next three years, up from just particularly when you have staff tor-led training with e-learning and tions that fully integrate content into business problems and link tangible anecdotal evidence.
one in four who said the same who could be reskilled to be produc- more in a cacophony of formats and the workforce, providing them with any outcomes to expenditure. As Mr Shackleton-Jones concludes:
last year. More than half of the HR tive in different ways.” styles that learners require. topic they would need and in-the-flow Pat Ashworth, director of learn- “It’s about being able to show a clear
departments surveyed believed Adding to the challenge are the evolv- The latter allows anybody to learn learning configurations.” ing solutions at HR consultancy picture of what the future will look
artificial intelligence (AI) and auto- ing ways in which staff are employed very much in the moment of what they AdviserPlus, says: “Information on like, for example, by saying ‘This is
mation will replace one in five of their by businesses. The cost of labour Absorb Software provides were doing by simply searching for attrition, attendance and perfor- currently Bob’s experience when he
organisation’s current jobs by 2022. and need for specialised skills have a learning platform that short, easily digestible content con- For more information please visit mance issues can all help to iden- joins the organisation, but in future,
During the same time period, how- driven organisations to meet employ- cerning what they need to know. Much AbsorbLMS.com tify challenges around line-man- it will be that’. L&D has huge poten-
ever, the World Economic Forum ment needs through contractors and empowers organisations to of this content is generated by con- agement activities. Once you have tial to really make an impact on
anticipates that AI and automation will
create 58 million net new jobs. With
offshore companies. Meanwhile, the
emergence of gig workers, who are
embrace learning and promote sumers themselves by capturing and
sharing their own knowledge on a par-
this data, you can pinpoint the areas
of development needed to enhance
people’s performance, but in many
instances, it will require new ways
unemployment at historical lows in the hired for short-stint projects, has it in their environment ticular topic with the world. The key to managers’ skills.” of thinking.”
14 LEARNING & DEVELOPMENT RACONTEUR.NET 15
Commercial feature

RETURN ON INVESTMENT But change is also starting to Moreover, while 96 per cent pro-
take place in how L&D is delivered, fess a keenness for developing a bet- BENEFITS OF DATA-

Proving the value


among early adopters at least. While ter understanding of the impact of DRIVEN LEARNING
content-dumping via classroom or their activities, only 22 per cent are

58%
Percentage of L&D professionals and
online training has until now been actively trying to improve the way
business leaders who see the following
the most common approach to learn- they gather and analyse such data.
as a benefit

and return of
ing, the problem is that unless But Nick Shackleton-Jones, direc-
information is reinforced, the tor of learning and performance
of business professionals want Ebbinghaus forgetting curve – the innovation at management con-

40%

34%
39%

35%

32%
41%
to learn at their own pace decline of memory retention over sultancy PA Consulting, believes

workplace L&D
time – indicates it is lost in a mat- until the approach of L&D func-

49%
ter of days. tions change, it will be unable to
Indeed, research by cognitive sci- demonstrate an ROI because “there
entist Art Kohn found that humans isn’t one”.
forget on average 50 per cent of any “The overall picture is that it’s
want to learn in the new information within an hour, costing a lot of money to take peo-
flow of work rising to 70 per cent within 24 hours ple off the job, but it’s not having an

LinkedIn
Making a business case for investment and 90 per cent after a week.
As for trying to evaluate the
impact. In other words, you’re not
going to get an ROI for L&D using
in learning and development requires effectiveness of learning, no mat- existing approaches,” he says.
ter what its type, it seems there Instead what is required is a “shift
perfecting a learning culture is taking a new way of thinking are challenges there too. The in mindset from structural towards
that notion and integrating it into the Professionalising L&D report by the user-centred design”, he argues.
workplace in ways that deliver for both Chartered Institute of Personnel “So the focus changes from ‘Have
the worker and the business. and Development and market you learnt this information and
“These micro-learning experiences researchers Towards Maturity how do you rate it?’ to ‘What is your
have been pervasive in the consumer Cath Everett reveals that a mere 36 per cent job and how will this help you per-
world and are also very effective, of practitioners are assessing form more effectively?’” says Mr
engaging ways of learning in the flow he global workplace edu- technical expertise, such as digi- specific metrics. Shackleton-Jones. “Taking this
of your job,” says Mr Owens. “By pop- T cation market may now tal, says Octavius Black, co-founder tack helps to solve the ROI prob-
ulating easily digestible videos, tips be worth a vast $240 bil- and chief executive of organisational lem because you’re solving the
or other content inside the plat- lion, but finding effective ways to change consultancy Mind Gym, business problem.”
forms that workers live in, such as measure the return on investment although attention is starting to shift Possible approaches include meas-
Salesforce for large sales organisations, (ROI) of learning and develop- increasingly towards the former. uring an individual’s performance
companies can transform learn- ment (L&D) is not proving easy for “It’s a large market growing at and the impact on it over time of
ing from being a destination to being many organisations. a decent pace because employ- a particular intervention, which
completely aligned to tasks.” The sector grew by 7 per cent last ers are now recognising the value L&D has huge potential to really includes running pilot projects
Absorb Software provides a learning year, according to industry analyst of improving the effectiveness of make an impact on people’s based on control groups. Another
platform that empowers organisations Josh Bersin, with such outlay equating their staff,” Mr Black explains. option is to introduce project-based
to embrace learning and promote it in to about $1,200 per employee a year. “Recruitment has a mixed track performance, but in many learning initiatives based on spe-
their environment. It has a traditional Budgets are fairly evenly split record success-wise and so organi-
instances, it will require new cific business cases that are linked

Building a learning
learning management system (LMS) between nurturing soft, behav- sations are trying to make the most to certain outcomes.
but also fully understand the purpose that allows companies to build work ioural skills, such as leadership, and of what they have.” ways of thinking Whatever the method employed
of the company is a huge challenge.” paths, integrate with a variety of course though, Chris Jones, chief executive
As companies face up to the trends catalogues and serve employees with of vocational skills development

culture for the

Better learner experience and engagement


transforming the future of work, it’s the right content at the right time. organisation City & Guilds Group,

Reduced learning costs/financial savings


Django/Getty Images
increasingly clear that a learning cul- However, it has also become the first agrees that being able to measure

Helps create a culture of learnability


Boosted credibility of L&D internally
ture is a central component in the new LMS solution to enable companies to impact is becoming increasingly

through more targeted approaches


Improved business agility/quicker
definition of business success, ena- build learning into their workflow logic. significant. In his view, this is actu-

future of work

resulting in improved retention


bling the flexibility and agility needed With Absorb Infuse, organisations ally more important than calculat-

upskilling across the business

Improved ability to show ROI


to thrive in the digital age. can customise and configure Absorb ing L&D’s ROI.
“Recognise that learning and devel- code behind their firewall and build it “ROI is driven by financial direc-

across the organisation


opment is advantageous to both them entirely into their task flow to infuse tors asking to see the bottom-line
and the competitiveness of the com- learning right into the applications benefits for every pound spent,
pany,” he says. “Creating a learning where workers spend their time. but it’s arguably just one limited

As the work and jobs landscape continues to culture must be driven from the top
down, while also providing the right
Absorb is also focused on educating
the market on how to build a more
measure,” he says. “Evaluating
the impact of investing in people,
transform, it’s crucial companies embrace a learning infrastructure to support it from the learning-centric culture that prepares however, looks at how things have
bottom up. Encourage employees to organisations for disruptions in the improved in terms of proficiency
culture and adopt new ways of training their workforce carve out time in their day to engage future of work. At the heart of this is levels or staff retention, so it’s a more
in micro-learning and provide a learn- development and training as an ena- strategic set of questions relating to
ing platform that enables peer-to-peer bler of innovation and growth. business performance.” Capita 2019
usinesses are faced with an UK and United States, and a growing created a far more distributed work- knowledge sharing, content creation, “Regardless of who your employee is The starting point for L&D profes-
B unprecedented number of digital skills gap, the solution must be force that can result in non-employees tracking and feedback.” and what criteria they have, what tasks sionals in this context is to evaluate
disruptions impacting their to retrain and upskill current employ- interacting with customers. Keeping employees engaged in learn- they’re responsible for and what needs where the business is now, where it
workforce. Automation is threaten- ees rather than looking to a limited “You need to make sure the cus- ing also means understanding how its you have as a company, you can build needs to be in the future and what The effectiveness of this develop-
ing to displace jobs, new employment talent pool to replace them. tomer experience remains consistent delivery has evolved. The days when our technology into the logic of your problems need to be solved to get ment activity can then be assessed
models are emerging and there is a “The idea that AI may be displac- with the company’s mission and brand people would go to listen to subject workflow system and deliver learning there. Once desired outcomes have using indicators, such as employee
growing expectation for social trans- ing workers in certain industries is values,” says Mr Owens. “Being able matter experts through instructor-led into the flow of work,” says Mr Owens. been established, the next step is to engagement or a reduction in churn
parency. The result is an urgent need a clear disruptor,” says Mike Owens, to train distributed workers to not only training programmes are fading. “Your employees are your best asset, so come up with appropriate measures rates, to measure success.
for companies to reimagine their chief executive of Absorb Software. meet compliance regulations and feel The ubiquity of personal comput- it’s crucial we educate the C-suite on to understand whether the interven- But such data is also usually much
organisational structures. “But in the midst of an exacerbating connected enough to the customer, ers initiated the concept of e-learn- why learning is so central to a compa- tion led to them being met or not. more convincing to senior execu-
In a recent study by human skills shortage, it just doesn’t make ing, whereby courses were delivered ny’s productivity and competitiveness. But the effective use of both human tives when trying to make a business
resources (HR) consulting firm Mercer, sense to look to fulfil resourcing needs online, while the YouTube generation “From a thought-leadership level, resources (HR) and operational data case for investment or articulating
three quarters of HR leaders predicted with external talent when very few gave birth to micro-learning. Digital we’re providing the counsel and from a can also play a useful role by ena- the benefits of upskilling employees
significant industry disruption in good people are unemployed and learning solutions now fuse instruc- technology perspective we have solu- bling L&D professionals to identify than simply providing them with
the next three years, up from just particularly when you have staff tor-led training with e-learning and tions that fully integrate content into business problems and link tangible anecdotal evidence.
one in four who said the same who could be reskilled to be produc- more in a cacophony of formats and the workforce, providing them with any outcomes to expenditure. As Mr Shackleton-Jones concludes:
last year. More than half of the HR tive in different ways.” styles that learners require. topic they would need and in-the-flow Pat Ashworth, director of learn- “It’s about being able to show a clear
departments surveyed believed Adding to the challenge are the evolv- The latter allows anybody to learn learning configurations.” ing solutions at HR consultancy picture of what the future will look
artificial intelligence (AI) and auto- ing ways in which staff are employed very much in the moment of what they AdviserPlus, says: “Information on like, for example, by saying ‘This is
mation will replace one in five of their by businesses. The cost of labour Absorb Software provides were doing by simply searching for attrition, attendance and perfor- currently Bob’s experience when he
organisation’s current jobs by 2022. and need for specialised skills have a learning platform that short, easily digestible content con- For more information please visit mance issues can all help to iden- joins the organisation, but in future,
During the same time period, how- driven organisations to meet employ- cerning what they need to know. Much AbsorbLMS.com tify challenges around line-man- it will be that’. L&D has huge poten-
ever, the World Economic Forum ment needs through contractors and empowers organisations to of this content is generated by con- agement activities. Once you have tial to really make an impact on
anticipates that AI and automation will
create 58 million net new jobs. With
offshore companies. Meanwhile, the
emergence of gig workers, who are
embrace learning and promote sumers themselves by capturing and
sharing their own knowledge on a par-
this data, you can pinpoint the areas
of development needed to enhance
people’s performance, but in many
instances, it will require new ways
unemployment at historical lows in the hired for short-stint projects, has it in their environment ticular topic with the world. The key to managers’ skills.” of thinking.”

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