The defining attributes of the 21st-century economy are innovation, technology, globalization, and a rapid pace of change. In this scenario, organizations need to work on their capacity to enhance the capabilities of their workforce and create a culture of continuous learning to remain competitive.

As per a Mckinsey study conducted with executives, leaders & chief learning officer‘s of nearly 91 organization, while, the L&D function had been focussing on upskilling employees that helped them perform well in their existing roles, the new focus has shifted. With the pace of change accelerating & employee roles continuously evolving, L&D strategy needs to consider more effective ways to bring people to learn new skills a.k.a reskill & remain employable.

L&D has been working largely on the 70,20,10 framework in which 70 per cent of learning takes place on the job, 20 per cent through interaction and collaboration, and 10 per cent through formal-learning interventions such as classroom training and digital curricula. Today, L&D leaders understand and are adopting the need for skill building through more personalised, relevant and continuous means.

Learning Journeys, that span a period of 3 months to a year, have emerged as a sure winner over stand-alone programs. The continuous learning opportunities include L&D interventions such as

  • fieldwork,
  • pre- and post-classroom digital learning,
  • apprenticeships,
  • leadership shadowing,
  • action-based learning,
  • on-demand access to digital learning,
  • lunch-and-learn sessions,
  • social learning,
  • on-the-job coaching and mentoring
  • short workshops.

The main objectives of a learning journey is to help people develop the required competencies in the most effective and efficient way and to ensure the transfer of learning to the job.

This format is also becoming increasingly popular since it lends itself to clear ways of tracking the change and intended learning.  As a result of the combination of well-integrated formal and informal technique, it is possible to track the varied nature of objectives such as the participant’s ability to

  • enhance impact in a given role,
  • application of a new learnt skill,
  • building  capabilities  aligned with new roles and organization priorities,
  • display desired values

Learning Journeys, hence,  is the new answer for organizations that take people development as an integral part of business growth and are aligning to the new VUCA world.

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