Training Industry Magazine - Leadership 2015 Special Edition - (Page 40)
Organizations can't hire themselves out of
this paradigm shift in the workplace. Instead,
they must cultivate an evergreen source of
top talent to drive innovation and growth.
Successful business leaders need to focus on
continuous employee development to enable
strategic succession planning and to make sure
their workforce can address present and future
business challenges
DEVELOPING LEADERS FOR TOMORROW
According to Deloitte's Global Human Capital
Trends 2015 Report, millennials are not shying
away from leadership, but organizations are
failing by not properly training them for it.
Another recent Deloitte survey asserts that only
28 percent of millennials feel that their current
organizations are making "full use" of their skills.
CONTINUOUS
LEARNING IS AT
THE FOUNDATION
OF WHAT MAKES
A GREAT LEADER.
Millennials have vastly different expectations
and goals as compared to previous generations.
They expect accelerated responsibility and paths
to leadership, seek greater purpose in their work
and want greater flexibility in how that work is
done. All of this indicates that younger members
of the workforce do want to lead, they just need
guidance in getting there. Employers need
to adapt their approach to match millennials'
desire for leadership development. This includes
learning and development programs that ensure
future leaders acquire and retain the proper
skills and experience needed to not only reach
leadership positions, but to be successful in them.
CONTINUOUS LEARNING
More than a century ago, German psychologist
Herman Ebbinghaus pioneered an experimental
study of memory. He discovered that if a learner
does not apply newly acquired knowledge within
six hours, he will only retain 50 percent of what
he learned. Ebbinghaus also found that if the
knowledge is not applied within 30 days, the
learner will likely forget a whopping 90 percent of
what he learned.
This shows us that effective learning cannot
be treated as an event; it must be treated as an
ongoing, daily process. Continuous learning is
at the foundation of what makes a great leader.
It is critical for today's organizations to deliver
relevant, contextual learning opportunities in the
moment of need to empower employees to drive
their own development and reach their goals. By
embedding continuous learning into the core of
organizational culture, business leaders can build
a self-developing organization that consistently
motivates current managers and future leaders.
To ensure that a continuous learning program
resonates with learners, consider the following
strategies:
40
LEARNING AT THE MOMENT OF NEED
One of the biggest contributing factors to
a successful learning program is how a user
accesses content. Training opportunities must be
available just-in-time and today's busy manager
must be able to quickly apply the newly acquired
knowledge on the job.
Studies show that people absorb new
information better if it is delivered in small, easily
digested blocks. Segmenting content increases
learner retention and rapidly builds leadership
skills. Content can be delivered in context and in
a variety of modalities to combine and reinforce
information. E-learning technology provides
organizations the tools to prompt employees,
whether at a desk or in the field through mobile
capabilities, to invest a few minutes in learning,
reflection and on-the-job application.
ADAPTIVE LEARNING
RECOMMENDATION
AND
CONTENT
It's important to target relevant content to each
learner. A first-time manager will need to learn
different development content than a mid-level
manager or an executive.
By leveraging big data, e-learning solutions
can help an organization predict and prescribe
content. By combining these capabilities with
competency-aligned content, organizations can
deliver a highly-personalized learning program
to increase employee enablement, leadership
development and succession planning.
MEASURING SUCCESS
Measuring the effectiveness of leadership
development across the workforce requires an
integrated approach that supports organizational
goals. Successful organizations use metrics and
analytics to identify what's working, what's not
and then quickly adjust.
There is no denying that leaders are at the core
of organizational success. It's important that
business leaders do not lose sight of champions
who will drive their business growth. An
organization's best bet to drive innovation and
maintain a competitive advantage is to purposely
adjust its approach to learning and development
to adopt practices that cater to individuals across
its diversified workforce.
Priti Shah is vice president of leadership product
strategy and corporate development for Skillsoft.
Email Priti.
http://www.bersin.com/uploadedFiles/030415-global-human-capital-trends.pdf
http://www.bersin.com/uploadedFiles/030415-global-human-capital-trends.pdf
Training Industry Magazine - Leadership 2015 Special Edition
Table of Contents for the Digital Edition of Training Industry Magazine - Leadership 2015 Special Edition
Perspectives on Leadership
Table of Contents
Infographic
A Leader's Guide to Influence
Frontline Managers as Leaders
Employee Engagement for a Distributed Workforce
Accelerating Leadership Development
Employee Engagement for a Distributed Workforce
Leaders Leading Leaders
Are You Creating a Training Course of Designing a Learning Experience
Developing Mid-Level Leaders
The Magic of Asking for Feedback
Leadership Development vs. Employee Engagement
Leading at a Higher Level
Competencies as We Know Them are Dead
Building Great Leadership Through Continuous Learning
Maximizing the ROI of e-Learning
The Difference between Leadership Development and Leadership Formation
What's Online
Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover1
Training Industry Magazine - Leadership 2015 Special Edition - Cover2
Training Industry Magazine - Leadership 2015 Special Edition - Perspectives on Leadership
Training Industry Magazine - Leadership 2015 Special Edition - Table of Contents
Training Industry Magazine - Leadership 2015 Special Edition - 5
Training Industry Magazine - Leadership 2015 Special Edition - Infographic
Training Industry Magazine - Leadership 2015 Special Edition - 7
Training Industry Magazine - Leadership 2015 Special Edition - A Leader's Guide to Influence
Training Industry Magazine - Leadership 2015 Special Edition - 9
Training Industry Magazine - Leadership 2015 Special Edition - Frontline Managers as Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 11
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 13
Training Industry Magazine - Leadership 2015 Special Edition - Accelerating Leadership Development
Training Industry Magazine - Leadership 2015 Special Edition - 15
Training Industry Magazine - Leadership 2015 Special Edition - 16
Training Industry Magazine - Leadership 2015 Special Edition - 17
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 19
Training Industry Magazine - Leadership 2015 Special Edition - Leaders Leading Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 21
Training Industry Magazine - Leadership 2015 Special Edition - Are You Creating a Training Course of Designing a Learning Experience
Training Industry Magazine - Leadership 2015 Special Edition - 23
Training Industry Magazine - Leadership 2015 Special Edition - 24
Training Industry Magazine - Leadership 2015 Special Edition - 25
Training Industry Magazine - Leadership 2015 Special Edition - Developing Mid-Level Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 27
Training Industry Magazine - Leadership 2015 Special Edition - The Magic of Asking for Feedback
Training Industry Magazine - Leadership 2015 Special Edition - 29
Training Industry Magazine - Leadership 2015 Special Edition - Leadership Development vs. Employee Engagement
Training Industry Magazine - Leadership 2015 Special Edition - 31
Training Industry Magazine - Leadership 2015 Special Edition - 32
Training Industry Magazine - Leadership 2015 Special Edition - 33
Training Industry Magazine - Leadership 2015 Special Edition - Leading at a Higher Level
Training Industry Magazine - Leadership 2015 Special Edition - 35
Training Industry Magazine - Leadership 2015 Special Edition - Competencies as We Know Them are Dead
Training Industry Magazine - Leadership 2015 Special Edition - 37
Training Industry Magazine - Leadership 2015 Special Edition - Building Great Leadership Through Continuous Learning
Training Industry Magazine - Leadership 2015 Special Edition - 39
Training Industry Magazine - Leadership 2015 Special Edition - 40
Training Industry Magazine - Leadership 2015 Special Edition - 41
Training Industry Magazine - Leadership 2015 Special Edition - Maximizing the ROI of e-Learning
Training Industry Magazine - Leadership 2015 Special Edition - 43
Training Industry Magazine - Leadership 2015 Special Edition - The Difference between Leadership Development and Leadership Formation
Training Industry Magazine - Leadership 2015 Special Edition - 45
Training Industry Magazine - Leadership 2015 Special Edition - What's Online
Training Industry Magazine - Leadership 2015 Special Edition - Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover4
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