We are familiar with the technology disruption shaping the future of industries. Increased competition, evolving customer behaviours, and ever-greater skill gaps, enterprises must walk a careful line between improving services/products and involving the technological and structural developments required to persevere and be successful.
Just as an outdated technology is a barrier innovation, so too can outdated L&D strategies. It has become comprehensible that enterprises must attract, develop and retain the new breed of talent to scale their innovation initiatives. Enterprises must engage critically and implement progressive strategies to orient themselves at the forefront of the coming workforce revolution.
Maintaining existing competencies
Workforce preparedness toward newer skills and techniques must also be diligently balanced against the needs of the business outcomes. Current developments include adopting ways to digitize and modernize traditional enterprise learning practices, such as the use of a device-friendly learning management system, hands-on virtual labs and network independent access to training resources.
Recommendations for workforce transformation
Businesses looking to upskill their workforce and to help bring changes associated with technology-driven developments, IIHT recommends:
- Focusing on L&D – While training on specific skills and proficiencies is important, for many enterprises the more expeditious needs are the culture of lifelong learning and up-skilling along with the innovation and changes. Employees often get intimidated with the speed and number of skills they might need to acquire in a short span. Proper orientation of these efforts can alleviate their worries while creating engaging learning sessions, technology’s proper usage for the business, better customer experience and employees’ own careers.
- Establishing a culture of innovation – Enterprises need to establish a culture of innovation at the workplace. Usually, major cultural changes come from the top down, so L&D leaders must inculcate the message that “not only is innovation required for the organization to survive, but that innovation requires everyone within the organization to start thinking differently”. This certainly means encouraging a willingness to lifelong learning, ameliorate, and advance at all levels. L&D must also enable assortment and competence within teams.
- Recognizing the convolution of employment markets – The progressive shift from full-time employee to a balanced employee having the right skills and hands-on experiences in latest technologies adds layers of complexity to a sustainable talent strategy. Enterprises’ capability to strategically integrate multiple employee groups and their ability to learn, unlearn, and relearn will increasingly be key to business success. Initiating and maintaining association with able skill development partners will also be a prime ingredient to solve this complexity.
- Rethinking leadership competencies. Models, where L&D manage learning strategies with direct control over resources, need to be thought through. Enterprises need to move towards more agile learning models to support improved leadership capabilities among employees and accelerate L&D outcomes.
Enterprises need to establish a balance between adopting technology-driven solutions and maintaining the business competency. Giving priority to hire talents for each technology or competency is a challenging and time-consuming task. Enterprises need to foster a culture where innovation thrives and the learning strategy focuses on growth-oriented strategies and workforce agility. The changes brought about by L&D leaders is going to be critical to enterprises’ long-term success.