Many global organisations are struggling to manage the learning process effectively. Connectivity and technology innovation has changed the nature of the workplace, bringing new opportunities to achieve work outcomes differently.
The changing workplace increases the challenges for HR, line managers and learning professionals. Traditional training KPI's, while recognized as necessary, no longer represent the "truth" of how and when learning is occurring in the workplace.
With increasing impact of digitisation and 24/7 knowledge availability, the learning process should be facilitated rather than managed. Accepting the largely experiential element of learning, increasingly supported by both formal and informal networks (70:20:10 framework), the would be learning organisation has to understand and embrace the technology impact on learning as an integral element of the HR strategy for workplace development and deploy new tools and approaches that build on the fundamental human desire to learn.
"Organisations with strong informal learning capabilities, including the adoption and use of social learning tools, are 300% more likely to excel at global talent development than organisations without those competencies"
(Bersin by Deloitte)
Technology now allows us to redefine our traditional learning models as demand for speed and learning integrated with work increases. New entrants to the workforce have grown up in the digitized age and will expect and demand support for self directed learning using tools and techniques when, where and how it suits their needs.
Need for change and transformation within learning? Clearly yes, but more strategic than operational. Learning in relation to performance development is an organizational challenge and no longer the sole remit of the L&D department.