Learning & Development: Becoming More Agile

In talking with learning and development managers, it is clear that the traditional way of learning is actively being re-examined and re-thought. The usual models of training (think classroom-based and traditional e-learning) are just not engaging people anymore, which begs the question: how can we create a learning journey that engages people, and make them want to learn?

Add to the mix that people want to be able to have a customised learning journey, and learn on demand, and you have a need to change how learning is being done in your organisation. How do you engage? How do you keep them interested? How do you make it practical yet valuable? How do you take into account their current knowledge?

In a recent article published by Harvard Business Review (click here to read) it states that the executive director of CSHRP, the California Strategic HR Partnership, Patty Wookcock said: "The future of learning is three 'justs; just enough, just-in-time and just-for-me.'"

This has a huge implication for learning and development: training is going to have to just as agile as the workforce: speed, flexibility and innovation are key. Organisations will have to be able to offer a variety of platforms where people can access training at any time, in any place, at the person's convenience.

The article also highlighted several interesting developments in the learning space:

• Technology-supported peer learning is disrupting the old paradigm. There are now companies that offer access to video-based learning from technical experts in a variety of functional areas, proving just-in-time training.
• Team-based learning is providing more benefits. DAMCO, the multi-billion dollar Logistics division of AP Moller Maersk, has taken a different peer tact: utilising team-based learning that starts with identifying solutions to critical market opportunities and threats. Each year 40 high potential young leaders from around the globe come together and work in teams on projects like “How do we grow our business in the chemicals industry?” or “What is the growth potential for business in Mexico?” These projects accomplish several ends: they establish strong working relationships among individuals that pay off in global collaboration. They enable individuals to learn from and respect the best practices of different regions, and adopt or adapt best practices for back home advantage. 
• Investment in the whole team is becoming more critical. Organizations depend more on freelancers because they are more available and accessible as a result of platforms like Toptal, and because they lack the in-place talent needed to complete critical projects. There is a change in how freelancers are being included in teams and being viewed as full members of the team (rather than outsiders) and the productivity and the satisfaction of the freelancers grows, as does project performance. Companies that want to attract the best technical talent, need to treat them accordingly in order to develop a reputation of interest to the best of the agile talent community.
• Development, not deficiency, is motivating learning.  Millennials and Generation Z have a different view of workplace learning. They understand that rapid and discontinuous change in products, services and ways of working mean that life-long learning is a critical element of the workplace. 

How are you thinking and re-thinking about your organisation's learning and development approach and strategy?

Adele du Rand works with leaders who want to increase their business performance, increase engagement and team effectiveness. In her role at IQ Business as Client Development Executive she helps leaders to grow their businesses. For more information go to www.iqbusiness.net. Follow her on Twitter: @AdeleDR