High Impact Learning
A massive assortment of learning solutions usually ends up making the learner feel frustrated due to choice paralysis! Organizations need to strategize to make learning pervasive.
The structure of our workforce is changing, with increasing heterogeneity in nationality, culture, skill and largely age. This, coupled with the expanding skill level needed in the evolving global economy, creates a compelling need to develop and transform the capacity of this workforce through innovative non-traditional learning relationships.
As an organization we have the mounting challenge of creating a learning architecture that can engage a diverse demographic workforce, have a global reach and cater to a multifarious skill gap development.
Currently, with an average employee age of 29 years and imminently expecting a majority of our workforce to be constituted by the Gen Y population, there is a clear need to transform our learning architecture. The goal is to make the learning relationship more democratic, making learning an individual's responsibility while providing a framework that facilitates greater integration of the varied learning solutions. This means our learning architecture had to help impact the business while also playing a significant role in the employee's growth as well.
As part of talent development, the goal was to create a cultural of learning and enable continuous engagement. One of the key challenges that shaped the new architecture was - Making learning a habit: majority of the workforce did not have a natural inclination to control their own learning. Also, a massive assortment of learning solutions usually ends up making the learner feel frustrated due to choice paralysis!
Thus, the strategy was to make all learnings in the organization pervasive. In Dan Pontefract's book Flat Army, he characterizes pervasive learning as continuous, collaborative and connected. While each of the training functions delivered independently, the constant need was to collaborate as our audience was one and learning had to be one continuous process instead of being trapped as multiple disconnected segments of the LMS (Learning Management System).
The final learning formula has the following components:
Meeting Organization/Industry Needs:
- Foundation Skills: a formal learning residential program that forms the base of all future learning within the organization. This is amplified with simulation labs, tablets and online learning platforms.
- Competency based programs: A robust learning ecosystem that identifies individual training needs through the appraisal system and links it to a learning offering on the Learning Management System.
Enabling Self-Directed Learning:
- Cloud based learning platform: a cloud based learning platform to enhance scalability, create a collaborative learning community and to facilitate autonomous learning - making learning available at the speed of need. This is a self-guided learning platform that can be accessed anytime - anywhere providing talents an opportunity to learn at their own pace.
- Anytime Learning Kiosks: Positioned across the work floors to enable autonomous learning round the clock on varied modules through audios, videos, games etc.
Creating Communities of Practice:
- Language enhancement program in partnership with an International Language Training & Certification Body: augmenting learning with coaching, mentoring & giving feedback and thereby creating communities of practice embedded in the work space.
- Mentorship programs: Building a self-sustaining ecosystem through selection & coaching of mentors within the business to facilitate ongoing and peer to peer learning.
Facilitating Learning Networks:
- Manager Development Programs: integrating the academic and corporate space to enable learning through long term programs.
- Social Networking (Intra-Org social groups): significant learning and innovation is generated in the informal arena and also gives us a pulse of the learning inclinations. We have learning blogs, online library, social forums and learning portals.
The learning architecture caters to the needs highlighted earlier- diverse demographic workforce (Anybody), global reach (Anywhere) and a multifarious skill gap development (Anything). The learning relationship stands on the principal of 3As - Anywhere, Anybody, Anything. The focus is to accelerate learning experiences to develop people capabilities.
One of the primary outcomes driven through this learning architecture was to create an embedded continuous learning relationship, while maximizing learning value with minimal investment. This brought in 3 major dimensions of impact:
- Organization: Creating a culture of learning
- Team: Impacting business through retention
- Individual: Enhancing individual capability
Apart from the customary effectiveness analysis on Kirkpatrick's 4-Level Training Evaluation model, the impact analysis of the learning formula devised is measured through the following modes:
- Creating a Learning Culture: The significant increase in the number of employees signing up for online/self-directed courses is an overwhelming indicator of the transformation in the learning culture of our organization. There has been 97% increase in the number of learning hours spent on online learning platforms compared to last year.
- Capability Development: CSAT and ESAT surveys provide substantial input on the performance improvement observed due to the learning solutions. This has shown a positive trend compared to last year.
- Talent Retention: This is a focal dimension for business as it results in an opportunity cost saving against replacement, consultant fees and salaries.
The entire learning formula propagates one core fundamental value and that is - "We Invest in People by investing in their capabilities". This integrated learning architecture helps us align to the changing landscape by embodying an agile learning culture. We believe that sustaining and improving Human Performance is key to improving the Organization's capabilities.