TAILOR-MADE LEARNING
When it’s possible, adapt a course or program for delivery in
more than one format, that can help learners with different
needs and styles. Prehogan points out that people most com-monly
learn effectively in one of three different learning styles:
auditory, visual and tactile. “There are arguments for and against
the categorization of these learning styles, but ultimately what
is important is that HR offers a variety of ways for employ-ees
to learn new skills rather than a one-size-fits-all approach,”
said Prehogan.
“Some of the more advanced organizations are actually captur-ing
how you prefer to learn as part of your profile,” said Pelster.
They’ll then tailor what’s offered to suit your preferences. “On the
same topic someone might enjoy a short 15-minute video and
someone else might enjoy a game or short abstract,” said Pelster.
“So, the more sophisticated learning organizations are actually
teaming up with the different types of mediums within the orga-nization
and doing some basic analysis around how people like
to learn.”
KEEPING LEARNING DEMOCRATIC
Looking ahead, the successful workplaces of the future will be
moving away from siloed learning, says Tiltack. “I get asked, ‘Do
you have executive level leadership training?’ My response is that
it looks a whole lot like the associate level leadership training
because really, what does it take to be a great leader? Is that some-thing
that should be stored in a vault?”
There are, of course, impracticalities to inviting 20,000 employ-ees
to Queen’s University for a mini MBA. “But what’s to stop the
organization from having the video parts of the program available
to everyone? Or why can’t everyone watch a Ted talk on great lead-ership?”
said Tiltack. “Maybe I’m pushing a broom, but why can’t I
learn it? I should have the option to learn it.”
Tiltack says ensuring learning opportunities are attended by
a good cross section of employees will have impact beyond the
specific learning of the course, as well. “Make sure all learning, espe-cially
classroom-based learning, has multiple representatives from
across the organization involved at the same time,” said Tiltack, to
heighten cross-functional understanding and even collaboration.
L&D, RECRUITING AND RETENTION
While many Canadian organizations have the opportunity for
growth in terms of modernizing their L&D, the numbers show
there’s a growing appreciation of its importance and a willing-ness
to invest. A 2017 survey by Robert Half found 40 per cent of
Canadian CFOs said their firm’s professional development budget
had increased since 2016 – and that’s good news for recruitment and
retention. “Learning and development is a key competitive differen-tiator
in recruiting and retaining talented staff looking to continually
improve their skills,” said Prehogan. One quarter of Canadian pro-fessionals
cited career advancement potential as the most important
factor when considering a job offer, according to a 2018 survey from
Accountemps. “Professionals want to work for a firm that will prior-itize
and support their career growth,” said Prehogan.
In turn, companies are focusing on potential recruits’ willing-ness
to adapt and acquire new skills when it comes to making
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L&D Evolution
When it comes to the content of L&D, the past decade or
two has seen big changes, as well.
First, some skills that used to be noteworthy are
now standard. “For instance, experience with word
processing software might have been impressive to see
on a resume 20 years ago, but is now expected in most
professionals,” said Prehogan.
While technical skills can vary depending on the
business, there are a handful of soft skills that are highly
valued, almost right across the board. According to a
2016 survey by Robert Half Finance & Accounting, those
most in-demand soft skills include business acumen,
leadership, communication and relationship building.
The adaptability, willingness and curiosity to develop
new abilities and strengths are valued skills, in
themselves. “From a skills perspective, the ability to
learn new skills is a competitive necessity in this day and
age,” said Pelster. Change, as they say, might be the only
constant. “We hear conversations about automation and
bots and AI,” said Pelster. “The underlying thing for all us
humans in all those equations is the jobs and skills that
are necessary are going to evolve more quickly than ever
in history. So the ability to learn and reskill yourself and
stay current is more necessary today than ever.”
Recognizing the need for ongoing learning as a new
normal, Pelster notes that some organizations have
created their own internal corporate universities.
“They extend the topics available way beyond what
is necessary for the business today by creating the
environment for people to learn if they choose to. Some
have mandated the number of hours every year to
provide impetus,” said Pelster.
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