So what do these future of work trends mean for us today?
Over the past few years, working side-by-side with learning leaders like you, we’ve identified four imperatives for powerful learning program design:
- Train people faster
- Train more people (with similar budgets)
- Deliver innovative learning experiences
- Meet learners where they are (and how they want to learn)
Train People Faster
We already know that upskilling is significantly faster than recruiting and training new hires and that business success depends on people learning and doing more quickly.
To address the strategic needs of their business, learning leaders need learning programs that are easily created, managed, and deployed.
Business leaders need affordable solutions with lower learning solution costs per person. This need shifts training from in-person deliveries to virtual delivery formats – or from two-week-long experiences to hybrid ones.
Either way, a lower upfront cost means the ability to reach more people and even better satisfy that need for scalability and further the company’s cultural mantra toward equity and inclusion.
Train More People
Growth and development have always been powerful levers for attracting and retaining talent. In this post-COVID “Great Resignation” moment in history, organizations need to do everything in their power to retain talent.
Not only do we need to train people faster, but we also need to train more of them. Leveraging best-in-class training methods like simulations enables learning leaders to scale programs accessible to any number of people in any location.
Scale is a critical consideration because intentional growth and development must be geared toward everyone at all levels of the organization (not just the high potential talent).
Deliver innovative learning experiences
Innovative and forward-thinking is required as companies work to stay ahead of their competitors. Businesses prioritize increasing innovation, but what does this mean, and how is it achieved?
The best learning programs align with the organization’s mission, vision, and strategy. Through this alignment, learning leaders can map a clear pathway and process for accomplishing strategic goals and building competency in the skills and behaviors required by the organization.
Great learning programs elevate innovation and advance strategic business policies to align learners with company priorities and objectives. Innovation boils down to new ideas, which can only happen in step with learning.
Meet learners where they are (and how they want to learn)
For many CEOs, the Great Resignation is likely the No. 1 concern—and with good reason; it can cost one-half to two times an employee’s salary to replace them.
So how can learning leaders provide a personalized approach to learning where employees are at the center?
This consideration is essential for remote and hybrid workforces who can find it challenging to feel connected to and valued by the company.
Pew Research Centre found that 57% of those who quit their jobs did so because they felt disrespected at work. A further 63% quit because they saw no opportunity for advancement.
With a human-centered approach, designed learning considers human psychology and the various ways individuals learn best. This approach puts the people in the center to meet them where they are, show them they are valued, and give them opportunities to connect as a team.
By placing our colleagues and employees at the center of learning efforts, businesses can rest assured that remote and on-site workers can begin to feel greater ownership of their work and role in the company.
