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Employees are demanding more than ever, looking for the same level of
experience theyre used to as consumers. Moreover, learners themselves
have changed: theyre more distracted and overwhelmed than ever,
increasingly mobile and expect learning to be always available. They
increasingly take learning into their own hands if their needs are not being
met by the organization.1
2 Becoming irresistible: A new model for employee engagement (2015) Josh Bersin
Despite the change around us and the increasing need for continually
up- and re-skilling our teams, our approach to learning and development
hasnt kept pace. Most organizations struggle to roll out learning solutions
that are both scalable and effective.
On the eve of the 21st century, Peter Drucker - one of the leading
architects of the modern corporation and arguably the most important
business author and management consultant of the last century -
High leader quality makes
predicted that the most valuable asset of a 21st-century institution
organizations
(whether business or nonbusiness) will be its knowledge workers
6x
and their productivity. 3
Ineffective managers
Organizations with strong management practices are five times more
likely to be healthy and deliver strong, sustained performance,4 but
frontline leaders in most organizations lack basic management skills.
3
Knowledge-Worker Productivity: The Biggest Challenge (1999) Peter Drucker
4 The hidden value of organizational health - and how to capture it (2014) McKinsey
6 Companies That Fail to Retain High-Potential Employees Groom Top Leaders For The Competition (2014) CEB
Compliance
In the modern workplace, some categories of knowledge are simply
table-stakes. In many cases, organizations are obligated to show that
training has been completed by each employee to mitigate risk or
meet regulatory or insurance requirements. Examples include sexual
Spending on corporate harassment awareness and Sarbanes-Oxley compliance training.
training is at over
$150b
Online training governed by a learning management system, sometimes
including quizzes, often checks the box. Many organizations feel that there
are diminishing returns on investments beyond good enough.
Historically, these have been the most difficult to train on, but are by far
the most valuable as employees grow into roles of higher influence. Given
the value of getting this right (and, conversely the cost of getting it wrong),
soft skill development should be the primary focus of strategic learning
and development teams.
80%
every CEO and CHRO reports that their companies arent developing skills
fast enough or leaders deeply enough.9 Why is soft skill development
not working?
of managers stated Historically, learning and development teams have had to choose
companies are failing to between the scalability and effectiveness of the solutions they deployed.
use digital learning well
for leadership topics, HR leaders designed comprehensive soft skill learning experiences for
37% believe content is senior leaders, teaching key concepts and theories, enabling skill practice
not aligned with their and providing feedback loops. Executive coaching, residency-based
training at elite institutions, purposeful job rotations, business simulations
company's strategy
prove highly effective. Alas, theyre also cost prohibitive for all but the
most senior executives and a select group identified as top talent.
8
Global Human Capital Trends (2016) Deloitte
9 Ibid
Andreessen Horowitz
Increased competition for jobs drives a requirement for self-learning and
learning to learn, building right-brain and people skills (those that cannot
be easily automated).
Diverse buyers
Women drive an increasingly large portion of household spending in
many developed nations and organizations are selling their products in a
global marketplace to buyers who bear little resemblance to
domestic buyers.
Technology disruption
Technology is disrupting entire industries and changing the way we think
and act. To simply keep up, let alone lead, in an environment marked by
such significant change, organizations need to harness the full creative
and collaborative energies of their teams.
65%
of today's students will
Talent development as a competitive advantage
Attracting and retaining top-skilled workers is, to say the least, a highly
competitive activity. Employees today have increased bargaining power,
the job market is highly transparent and were competing for talent on a
be employed in jobs that
global scale.10
don't exist yet
For many workers, truly effective growth and development opportunities
are the top factors in choosing an employer.
10
Meet the Modern Learner (2014) Bersin by Deloitte
12
The learning curve is the earning curve (2016) Bersin by Deloitte
13 4 Consumerization Trends That Are Changing Enterprise Software As We Know It (2015) Entrepreneur
14
Becoming irresistible: A new model for employee engagement (2015) Josh Bersin
15
Ibid
Personalized
Learning is personalized to the needs and preferences of each learner,
making it highly relevant and engaging.
Scalable
Learning experiences can reach deeply into the organization, providing
effective skills building accessible to the entire workforce. Additionally,
measuring learning engagement across the organization can give senior
leaders a continuous method for identifying high-potential talent at all
levels of the organization.
16
Becoming irresistible: A new model for employee engagement (2015) Josh Bersin
In the second part of the this eBook series, we present a framework for
addressing the demands of business leaders for faster and deeper skill
development and fulfilling the needs of todays learners for personalized,
flexible skill development.
Were trusted by some of the most progressive companies in the world such
as:
If youd like to find out more about implementing a successful mentoring program
in your organization, please learn more at:
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