In my career I’ve literally “grown up” with learning technology. At the risk of dating myself, I started in corporate learning before the advent of Web-based training. My first job in the corporate world was as an Instructional Designer developing computer-based training (CBT) using a tool called Authorware. (Yes, I am that old.) In short order I was promoted to a managerial position and oversaw the transition of computer managed instruction (CMI) supported by AICC to Web-based training during the incubation years of SCORM. From there I was blessed to be on the front lines of every learning technology innovation from virtual learning to video learning to micro-learning to mobile learning to MOOCs to social learning and augmented reality and virtual reality. Looking back, it seems like a slow and methodical progression. But, it was more like barely controlled chaos.
Even so, things evolved relatively slowly compared to today’s rapid-fire of new technologies and learning strategies. While some trends are simply new names for tried-and-true strategies (micro-learning, learning in the flow of work) others are turning the L&D world on its head (mixed reality, artificial intelligence). How do these new and emerging technologies impact traditional L&D roles and how can L&D professional shift with the business to best support the company’s learners and business objectives?
I’ll answer those questions, but first the “why’s”: WHY should L&D do things differently? If it’s not broke WHY should we fix it? WHY spend time, effort and budget on new technology when things are changing so rapidly? The answer to these questions is what I refer to as the “HR Trifecta”: Talent Acquisition, Development, and Retention. Companies today are vying for talented employees. There aren’t enough skilled people available to fill the number highly technical roles that are emerging. To survive and thrive companies now place more emphasis than ever before on hiring, developing and retaining employees as well as reskilling valuable existing employees with an eye on the best learning strategies and technologies that engage their people. Reskilling is an ongoing need as jobs shift with company evolution. This means more is required from L&D professionals. We can’t continue doing things the way we’ve always done them. We need new and different ways to help employees develop skills.
Today’s younger generations of workers seek employers who offer self-directed and engaging learning. Learners of all ages want to ensure they remain employable. Companies want to save money on the investment they make in new hires by retaining them for as long as possible. The learning strategies and supporting technologies you implement are critical components in the recruitment, development and retention of your employees. Skilled talent can work anywhere and most do not want to work for a company that can only offer classroom training and boring page-turner eLearning. Engaging learning attracts talent and motivates employees to learn.
As we’ve seen in previous articles in this series[1], business is changing rapidly. New technologies and changes in business strategies are driving major shifts in the field of learning and development. How can the L&D organization shift to fully support the company’s transformation?
Even so, things evolved relatively slowly compared to today’s rapid-fire of new technologies and learning strategies. While some trends are simply new names for tried-and-true strategies (micro-learning, learning in the flow of work) others are turning the L&D world on its head (mixed reality, artificial intelligence). How do these new and emerging technologies impact traditional L&D roles and how can L&D professional shift with the business to best support the company’s learners and business objectives?
I’ll answer those questions, but first the “why’s”: WHY should L&D do things differently? If it’s not broke WHY should we fix it? WHY spend time, effort and budget on new technology when things are changing so rapidly? The answer to these questions is what I refer to as the “HR Trifecta”: Talent Acquisition, Development, and Retention. Companies today are vying for talented employees. There aren’t enough skilled people available to fill the number highly technical roles that are emerging. To survive and thrive companies now place more emphasis than ever before on hiring, developing and retaining employees as well as reskilling valuable existing employees with an eye on the best learning strategies and technologies that engage their people. Reskilling is an ongoing need as jobs shift with company evolution. This means more is required from L&D professionals. We can’t continue doing things the way we’ve always done them. We need new and different ways to help employees develop skills.
Today’s younger generations of workers seek employers who offer self-directed and engaging learning. Learners of all ages want to ensure they remain employable. Companies want to save money on the investment they make in new hires by retaining them for as long as possible. The learning strategies and supporting technologies you implement are critical components in the recruitment, development and retention of your employees. Skilled talent can work anywhere and most do not want to work for a company that can only offer classroom training and boring page-turner eLearning. Engaging learning attracts talent and motivates employees to learn.
As we’ve seen in previous articles in this series[1], business is changing rapidly. New technologies and changes in business strategies are driving major shifts in the field of learning and development. How can the L&D organization shift to fully support the company’s transformation?
Five Strategies for Successful L&D Transition
Know your business, your internal client objectives and ANTICIPATE how you will meet those needs with effective learning strategies and technologies. If the L&D organization does not know its company’s key business drivers and internal client KPIs, it is not an effective business partner. L&D must become a trusted business partner – the quarterback of the entire organization. Dig in and understand current and future business goals and dedicate time and people to researching how the L&D function and ecosystem must pivot to help meet those needs. (For more on this, see Claire Schooley’s eBook “Reconnecting Learning and Business.”
1. Create and grow strategic partnerships within HR, IT, Procurement and other key organizations. To be effective with any corporate transition that involves technology implementation or integration, the L&D team must be in lock-step with critical corporate partners. Formal, well-planned (and often objective, dedicated 3rd party) change management can make or break corporate initiatives. The L&D organization should be very much linked with Talent Acquisition, Organizational Development, Technology Development (IT), Purchasing/Supply Chain, HR Business Partners, Project and Change Management, etc. in order to holistically support the company. If they are not, they should be! Ignoring these relationships will severely limit successful execution of planned implementations and integrations.
2. Create and grow strategic partnerships within HR, IT, Procurement and other key organizations. To be effective with any corporate transition that involves technology implementation or integration, the L&D team must be in lock-step with critical corporate partners. Formal, well-planned (and often objective, dedicated 3rd party) change management can make or break corporate initiatives. The L&D organization should be very much linked with Talent Acquisition, Organizational Development, Technology Development (IT), Purchasing/Supply Chain, HR Business Partners, Project and Change Management, etc. in order to holistically support the company. If they are not, they should be! Ignoring these relationships will severely limit successful execution of planned implementations and integrations.
1. Create and grow strategic partnerships within HR, IT, Procurement and other key organizations. To be effective with any corporate transition that involves technology implementation or integration, the L&D team must be in lock-step with critical corporate partners. Formal, well-planned (and often objective, dedicated 3rd party) change management can make or break corporate initiatives. The L&D organization should be very much linked with Talent Acquisition, Organizational Development, Technology Development (IT), Purchasing/Supply Chain, HR Business Partners, Project and Change Management, etc. in order to holistically support the company. If they are not, they should be! Ignoring these relationships will severely limit successful execution of planned implementations and integrations.
2. Create and grow strategic partnerships within HR, IT, Procurement and other key organizations. To be effective with any corporate transition that involves technology implementation or integration, the L&D team must be in lock-step with critical corporate partners. Formal, well-planned (and often objective, dedicated 3rd party) change management can make or break corporate initiatives. The L&D organization should be very much linked with Talent Acquisition, Organizational Development, Technology Development (IT), Purchasing/Supply Chain, HR Business Partners, Project and Change Management, etc. in order to holistically support the company. If they are not, they should be! Ignoring these relationships will severely limit successful execution of planned implementations and integrations.
“Leading HR organizations will focus on empowering work,
driving productivity, and responding to shifts in the business
with game-changing agility.” *
3. Understand the latest and emerging technologies and strategies and the various ways in which they foster learning and performance. Don’t let technology buzz words intimidate you or get in the way of learning about them. There are great resources that explain every technology in easy-to-understand terms. Make sure you are a “do as I do” person and not “do as I say.” You are a lifelong learner, so learn about the amazing options that are available to you today and be mindful about how they could benefit your learner demographic, either now or in the future. Here are just a few resources to get you started (as you search through these links, take note of the wide variety of great resources available to L&D professionals!):
- Artificial Intelligence
- Augmented Reality
- Content Curation
- Digital Badging
- Experiential Learning
- Gaming and Gamification
- Immersive Learning
- Interactive/Live Video Learning
- Learning Experience Platforms
- Learning Engagement Platform
- Learning in the Flow of Work
- Learning Record Stores
- Machine Learning
- Microlearning
- Mobile Learning
- MOOCs
- Social Learning
- User-Generated Content
- Virtual Reality
- xAPI
- The Future Workplace Experience: 10 Rules for Mastering Disruption in Recruiting and Engaging Employees by Jeanne C. Meister and Kevin J. Mulcahy
- Revolutionize Learning & Development: Performance and Innovation Strategy for the Information Age by Clark Quinn
- Learning Technologies in the Workplace: How to Successfully Implement Learning Technologies in Organizations by Donald H. Taylor
3. Do not limit your options to internal solutions. There are a great number of extremely talented content providers, both custom and off-the-shelf and a plethora of learning platforms that can be integrated into your current learning architecture. Large organizations can have upwards of 10 different learning platforms. When this is the case, it is critical to interconnect those platforms and provide a seamless learning ecosystem. The key is knowing your employee demographic and key business drivers, both today and the projected future and select the best products to create a holistic, mindful, engaging and effective learning experience. Keep in mind that collaboration and collaborative learning are very effective means of delivering highly engaging learning experiences. When designing your learning ecosystem, be sure to include these capabilities.
4. Run your shop like business! As the saying goes, you cannot manage what you do not measure. This is a major truth when it comes to funding requests and approval, major strategy changes, and technology implementation and integration. How do you plan on proving out the ROI for major engagements and initiatives? What methods do you or will you use to show your stakeholders and internal clients the benefits of new learning products, platforms and processes? (In next month’s article, we will take a deeper dive into learning metrics and measurements.)
4. Run your shop like business! As the saying goes, you cannot manage what you do not measure. This is a major truth when it comes to funding requests and approval, major strategy changes, and technology implementation and integration. How do you plan on proving out the ROI for major engagements and initiatives? What methods do you or will you use to show your stakeholders and internal clients the benefits of new learning products, platforms and processes? (In next month’s article, we will take a deeper dive into learning metrics and measurements.)
“To drive agility and empower productivity, HR will need to understand its data and explain what’s happening to the C-suit and other stakeholders in a way that generates action and impact.” *
The massive shift facing L&D should not cause fear or anxiety nor should it be intimidating. L&D professionals play a critical role assisting their companies execute successful transformation to future business objectives and skills. How L&D is done will be very different but no less valuable. Start planning now, if you haven’t already, and ensure you are a key business partner that can be relied upon to play a major role in the company’s transition.
*From Predictions for 2019: The Productivity Imperative
*From Predictions for 2019: The Productivity Imperative
This is the 5th in a series of articles hosted by 360Learning focused on the significant changes occurring and expected in corporate learning and development in the 4th Industrial Revolution. 360Learning is a Learning Engagement Platform where business leaders, L&D professionals, and learners connect to create a continuous work and learning environment. Your insights and feedback are welcome!
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