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E-BOOK

Learning for the


Modern Workforce
geteverwise.com
EXECUTIVE SUMMARY

Learning and development is


ready for disruption.
Employees are demanding more than ever, looking for the same
kind of experience theyre used to as consumers.

LEARNING FOR THE MODERN WORKFORCE

Its time to reconsider our approach to learning and development. Spend


on corporate learning continues to rise - in fact its at an all time high.
Despite the investments were making, though, leaders and employees
satisfaction with the results isnt measurably improving.

Helping employees reach their full potential is as important as it's ever


been. Products and entire business models are being disrupted by
new innovation. Globalization, an instant-on contingent workforce and
demographic shifts present new faces to the team.

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

1 Meet the Modern Learner (2014) Josh Bersin

2 Becoming irresistible: A new model for employee engagement (2015) Josh Bersin

Learning for the Modern Workforce


Continuous and effective learning is a critical factor for organizations that
want to attract, engage and retain top talent in todays talent market.2

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.

In this eBook - the first of a two-part series - we review the importance of


talent development, the state of learning today and the critical success
factors for learning for the modern workforce.

Learning for the Modern Workforce


Why talent development matters

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

Drucker observed that managements top focus should be on ensuring


more likely to be among the continued increase in the productivity of an organizations
the top 20 financial knowledge workers.
performers
Most organizations today face one or more severe talent-related
challenges.

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.

Non-diverse leadership teams


Organizations with gender diversity in senior ranks achieve 41% higher
return on equity and 56% better operating results.5 However, most
organizations fail to recruit, promote and retain senior women leaders.

High potential talent retention


High potentials are 91% more valuable to their organizations and
produce up to 3.5 times their total compensation - but one in four high
potentials plan to leave within a year due to a lack of appropriate career
development.6

Effective change management


The rate of transformational change is ever increasing, making continued
productivity in times of change more important than ever - but 75% of
employees do not handle significant organizational change effectively.7

3
Knowledge-Worker Productivity: The Biggest Challenge (1999) Peter Drucker

4 The hidden value of organizational health - and how to capture it (2014) McKinsey

5 Women matter (2013) McKinsey

6 Companies That Fail to Retain High-Potential Employees Groom Top Leaders For The Competition (2014) CEB

7 Making change management work (2016) CEB

Learning for the Modern Workforce


The three pillars of L&D

Traditionally, learning and development teams have thought about three


distinct learning requirements: compliance training, technical
skill-building and soft-skill development.

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.

with $15b for compliance, Hard skill building


$50b for soft skills and With technology advancing at breakneck pace, workers need to
$85b for technical skills continually hone new technical and functions skills to do their jobs
effectively. Todays employees require a dizzying array of industry- and
job-specific skills such as software development, sales methodologies
and financial modeling.

In recent years, the cost of hard skill development has plummeted.


MOOCs and other eLearning solutions and low-cost bootcamps put
world-class instruction within reach of employees everywhere.

Soft skill development


A third group of skills helps employees perform more effectively and
allows them to guide the work of others. Examples include clear, authentic
communication; providing coaching and feedback; general
leadership skills.

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.

Learning for the Modern Workforce


Current approaches to
soft skill development

Fully 84% of corporate leaders view learning as a critical issue and


investment in corporate training is at an all time high.8 However, nearly

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.

Solutions available to the other 99% of the organization sacrifice


effectiveness in favor of scalability. eLearning courses provided through
a learning management system, content aggregated from around the
web and periodic classroom training dont break the bank but also prove
minimally effective and suffer from sporadic and spotty engagement.

A number of extrinsic, organizational and individual factors compound the


complexity of the challenge facing L&D teams.

8
Global Human Capital Trends (2016) Deloitte

9 Ibid

Learning for the Modern Workforce


Change Driver 1:
Extrinsic factors

Changes in the business landscape drive significant demands for learning


outcomes. The world is changing, becoming smaller, flatter and more
connected and talent development needs to keep pace to prepare
organizations and individuals for success.

"Over the next 10 years, A global, instant-on workforce


I expect many more Advances in technology - low-cost, high-fidelity video collaboration
industries to be disrupted tools; task molecularization - have given workers access to roles
by software." across geographic boundaries. Global work markets allow on demand
Marc Andreessen, (consultants, contractors or freelancers) workers to join and leave teams
Cofounder & General Partner, with shocking efficiency.

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.

Building leadership teams that appreciate diverse perspectives has


become a critical success factor for continued growth.

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.

Learning for the Modern Workforce


Change Driver 2:
Organizational factors

There are also a number of factors at the organizational level -


increased challenges attracting and retaining top talent, an increased
pace of advancement for younger workers and a limitless list of
new skills - that drive demand for improved learning outcomes.

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.

Different requirements at distinct leadership levels


Its much less expensive to build talent rather than buy, to develop leaders
at all levels, rather than hire them from the outside. There is evidence that
younger workers, for their part, hope to move up faster in their careers.

The traditional corporate ladder has, as we know, morphed into a jungle


gym and the best knowledge workers take unpredictable paths to the top.
Helping them build the skills they need to succeed at each stage is harder
than ever.

Changing skill requirements


Organizations need to develop employee capabilities faster and more
flexibly. With the ever faster changes in technology and disruption of
virtually every industry, planning for future skills seems like a futile effort.

Two-thirds of todays top performers lack critical attributes essential to


their success in future roles.11 Learning to learn is the most practical skill
for todays rapidly accelerating employee.

10
Meet the Modern Learner (2014) Bersin by Deloitte

11 How to Keep Your Top Talent (2010) Harvard Business Review

Learning for the Modern Workforce


Change driver 3:
Individual factors

As power shifts to employees in an increasingly competitive talent


landscape, meeting expectations for overall employment experience
becomes critical as well.

The learning curve is the earning curve


Career opportunities Todays learners recognize the significant upside of advanced skills and
are twice as important as capabilities, and place increased value on education. For millennials, who
compensation in whether are now becoming the core part of the workforce, learning opportunities
or not an employee would are the top factor in selecting a job.12
recommend a company as
a great place to work The quality, experience and timeliness of talent development is more
important than ever.

Consumerization of the workplace


Employees are demanding more than ever. They expect the same highly
intuitive, personalized and integrated experiences at work as theyve
come to expect as consumers. This includes seamless collaboration, easy
knowledge sharing and a beautiful experience across every device.13

The modern learner


The influence of technology significantly changes the way people learn.
Todays learner is increasingly distracted, inpatient and overwhelmed.14
Throughout the workday, interruptions disturb employees as frequently
as every five minutes and two thirds of knowledge workers complain they
dont have time to do their jobs. Learning is relegated to just 1% of time.15

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

Learning for the Modern Workforce


Effective, scalable learning

As changes in the environment, organizational requirements and


individual needs pose ever increasing demands on learning, delivering
effective and scalable learning becomes more difficult - and more
important than ever.

A number of key success factors can contribute to an agile learning


environment that can meet the needs of todays workforce, at scale.

Analytical and data driven


Effective programs measure what works at all levels of the Kirkpatrick
73% of managers want their Model - reactions, learning, behavior change and business results.
digital experiences to be They allow the approach to be tailored at the learner level based on
key insights.
more adaptive
The new 70/20/10
60% want the experience Learning is balanced between different learning modes. The 10 include
to be more social and content from inside and outside the enterprise; the 20 includes internal
collaborative and external networks; and the 70 includes corporate, community, and
social experiences.16
55% want more experiential
learning included Continuous improvement
Learning is not an event but a constant in everyday work life. The workload
flexes according to the employees motivation and capacity at that
moment to engage in learning activities.

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

Learning for the Modern Workforce


Reinventing talent development

Current approaches to talent development fail to balance effectiveness


and scalability, not meeting the needs of organizations - or learners.
The world is increasingly complex, posing additional challenges and
demands on L&D.

How can progressive learning and development teams capitalize on


the changes impacting modern learning to prove that the question of
effectiveness versus scalability is a false choice?

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.

Learning for the Modern Workforce


About Everwise
The Everwise enterprise social learning platform is a completely new
approach to scalable and effective talent development. Everwise connects
professionals to the people and resources they need to thrive at every stage
of their career.

Everwise extends beyond traditional content-driven solutions which, while


scalable, are largely ineffective on their own.

The Everwise personalized learning experience:


Encourages action-oriented learning that supports skill mastery on-the-
job
Connects professionals with mentors, peer groups and communities of
practice to facilitate true social learning
Curates expert content and customized missions that keep them learning
while on-the-job

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:

www.geteverwise.com

hello@geteverwise.com

(888) 734-0011

Learning for the Modern Workforce

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