Performance Matters - Learning and Performance - 20

IMAGINE THE JOB YOU'RE LIKELY TO HAVE IN FIVE
YEARS DOESN'T EXIST YET, and the job you'll have in 10 years
hasn't been conceived yet. Many workers face this reality as businesses embark
on digital transformations to integrate technology, data, systems, and people.
To create new and improved capabilities that leverage and integrate the full power
of digital networks, upskilling and reskilling employees is essential to help them
adapt more fluidly to these challenges and prepare them for the future of work.
WHAT IS THE IMPACT FOR PEOPLE?
THE BIG PICTURE:
Jobs will shift. Total jobs available may increase, but some
roles will disappear or be replaced by new skills and disciplines
(e.g., software programming, 3D modeling, or machine learning).
WHAT SHOULD YOU CONSIDER NEAR TERM?
Align Leaders: Decide which aspects of digital transformation are high priority
for the business. Continually orient leaders to the holistic set of priorities
and which aspects are currently receiving focus and investment. Decisionmaking
will require new streams of input from people and systems, requiring
a higher level of transparency and feedback than is traditionally typical.
Communicate the Journey: Share the magnitude of the change
to reduce the sense of threat. Prepare people for not
just " a " change but for " continuous " change.
Framing the change as a journey illustrates the value
of ongoing change to the organization, employees,
and customers, as well as what's changing and why.
Map the Change: Many activities today
need to radically change, including talent
skillsets, behaviors, and disciplines.
UPSKILLING
FOR FRONTLINE EMPLOYEES
If change is the norm for
organizations, employee tasks will
change on a daily if not hourly
basis, making adaptability a critical
skill. The existing workforce will
require both advanced instruction
(upskilling) and introduction
to entirely new disciplines
(reskilling). Learning will need
to adapt as quickly as processes
to keep employees up to speed
with technology.
FOR LEADERSHIP TEAMS
A compelling narrative attracts and
retains talent. Frame digital
transformation as an integral part
of an exciting and energizing
career path. A true culture shift in
people-machine interactions requires
a fundamental shift in how every
level of the organization views
the people-machine interface.
Adjust structures of people in ways
that complement the adaptable
and network-based design of the
future organization.
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Determine and map the new skills or
competencies needed for current and future
roles. Additionally, plan how you will keep
productivity consistent while implementing
new technologies or competencies.
WHAT SHOULD YOU
CONSIDER LONGER TERM?
Learning: Provide continuous learning and onboarding
to meet skill gaps and retain talent, including skills that
are universal to the organization and role-specific skills.
Recruiting: Supplement the recruitment pipeline to prepare
for new talent needs.
Labor Force Development: Establish training programs,
apprenticeships, and public-private partnerships.
Systems: Invest in skills-based prescriptive learning systems
that build skill profiles, identify skill gaps, accelerate learning,
and provide content remediation.
Organization Design: Embed across the organization
the ability to respond to constant change with agility.
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Performance Matters - Learning and Performance

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