Businesses are asking L&D functions to be hyper-agile in responding to the everchanging demands, but in a dynamic environment where organizations themselves are not clear on what skills are required for the future, where does the L&D function stand?
The business environment has dramatically shifted from being ‘uncertain’ to almost impossible to predict. Artificial Intelligence, Machine Learning, and automation are rapidly transforming industries and creating types of challenges and demands that one can’t even predict. Technology skills typically now have a shelf life of just two years. In such a scenario, organizations themselves are not clear on what skills are required for the future. Businesses are being forced to move away from prescribing skills to asking L&D to be hyper-agile in responding to the ever-changing demands. For employees too, the learning landscape has changed dramatically. From relying on organizations for dictating learning and career paths, employees now realize that they have an upper hand in creating their own learning paths and upskilling themselves through multiple sources of learning, many of which are freely available. In this dynamic environment, when organizations don’t know what trainings to prescribe and employees don’t want to follow a set prescription, what exactly should the L&D function do?
Diese Geschichte stammt aus der December 2018-Ausgabe von People Matters.
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Diese Geschichte stammt aus der December 2018-Ausgabe von People Matters.
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