Article (November-2019)

Articles

Identify the right medium to maximize L&D effectiveness

Pallavi Jha

Designation : -   Chairperson & Managing Director

Organization : -  Dale Carnegie Training India, Mumbai

01-Nov-2019

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There has been a paradigm shift in learning and development in past few years due to technology intervention. What is your take on L&D of the future?
PJ Learning & Development has already become a strategic priority for agility-focused organizations. It's playing a crucial role in readying the workforce for the future of work along with enhancing engagement in employees. We are living in times when people are information-hungry and prefer to work with employers who provide ample opportunities to up-skill and learn. In the future, one can expect learning & development to play an indispensable role in the talent management strategy of a company. Rather than a one or two member team, it will evolve into a function that has a definite voice in the boardroom and is more aligned with the larger organizational goals. It has already transformed into an extremely personalized experience for the employee. One will be able to see more innovative technology like VR and AR in this space. There will also be a larger focus on one to one coaching and mentorship to improve individual performances.

What are some current trends that you are optimistic about in the L&D function?

PJ Some of the trends that I believe are here to stay are :
1. Experiential Learning.
2. Peer Learning.
3. Mobile-Friendly, On-Demand Learning.
4. Augmented and Virtual Reality, Gamified Learning.
5. Continuous Learning.

Do you consider L&D as one the key challenges for talent management leaders in fast changing skills scenario, if so, how it should be addressed?

PJ Rather than the traditionally reactive role that it has played, L&D needs to become a more proactive catalyst in a technologically dynamic world. That, according to me is a key challenge for L&D. It needs to continuously translate external trends into internal organizational actions. L&D professionals should reflect the agility that is expected in a strong organization. L&D needs to be holistically aligned with not just the needs of internal stakeholders but also be in tune with customer expectations, markets and global trends.

For Learning & Development to be credible, it needs to be active. There needs to be a focus of continuous learning that acts as a stimulus of growth for employees and ultimately, the organization. In lean times, the tendency of management is to cut down on their learning & development initiatives when in fact it is learning that prepares workforce to handle a downturn effectively and can boost performance to increase productivity. So learning needs to become resilient, consistent and nimble.

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