Training Industry Magazine - January/February 2020 - 18

of work, the employees themselves
must take accountability for their
learning experience. As a partnership,
the organization and the learner need
to prepare themselves not only for a
continuous, agile learning environment
but one that is connected as well.
To deliver the workforce of the future,
organizations need to adopt and
implement a holistic system in which
both learners and organizations can
thrive. Building the workforce for the
evolved workplace is not just about
supporting learners in acquiring or
sharpening technical skills.

THE EVOLVING
ENVIRONMENT
So, the workplace is also changing. The
environment is shifting in a few different
dimensions. Roles are becoming less
structured and predefined, becoming
roles of continuous evolution and
change as technology emerges. Now,
employees will find that their needs
won't be met solely by the organization;
they will have to take ownership for their
learning journey.
The environment is becoming more
layered with regards to both technical
elements and peer relations, moving
from a simpler environment to a complex,
multi-dimensional learning path.
The technology landscape is increasingly
complex and will be a driver for the
learner to continuously adapt to and own
their learning experience. Just a few of
the technology layers that will affect both
what and how learners learn:

third-party intermediaries. This will
allow systems to become more
transparent, traceable and secure.
With this availability to relevant,
accessible and real-time data, learners
will need to be able to access, analyze,
gain insights from and apply those to
complex business challenges.
* Mixed reality and immersive digital
experiences can simulate the real world
and provide real-time collaborative
interactions in the moment and at
a distance. Learners will need to
collaborate, connect and positively
interact in both virtual and layered
environments - all of which bring a new
context to emotional intelligence.

The human's role has changed in the
value chain and will continue to evolve
and shift over time as technology
improves. The mortgage process
changes, and customers' needs morph.
In his learning journey, Alex will need
to take ownership for that journey. The
following is an approach that will enable
Alex to remain relevant and agile.

SEEING IT IN ACTION
I recently refinanced my mortgage, and
the experience was markedly different
from the first time. The last time I applied
for the mortgage, I was required to collect
a good deal of financial documentation,
bring it into the lender's office and work
through the process with them.
This time, I was able to complete the
process online; the lender had an online
workflow tool which helped me finalize
my credit rating, determine which
updated financial documents I needed
and notified me when documents
required my signature. Most importantly,
I had what I call a mortgage process
coach, who we will call "Alex."

* Artificial intelligence (AI) drives
systems that are able to recognize
complex patterns, process information
and make recommendations. AI
integration will push humans deeper
into the value chain. Learners will need
new skills to be able to work with these
systems to seamlessly connect with
peers, customers and teammates.

Alex was available throughout my
mortgage refinancing. I could call him at
any point in the process; the street went
both ways, and he would check in on me
as well. What's key here is that Alex's
role has changed substantially from
the last time I completed a mortgage.
In the past, the human - that is, Alex -
was focused on collecting documents
and signatures. In the present, Alex
was moved up the value chain where
he supported me in my specific needs,
those which required more complex
problem solving and human touch.

* Blockchain is a transparent way of
recording and sharing data without

From the consumer end, I found that I
was supported by both the technology

| 18

- the online workflow and alerts - and
by the human, who showed emotional
intelligence, problem solving and
was able to quickly pull information
throughout the system.

BUILDING THE
WORKFORCE FOR
THE EVOLVED
WORKPLACE IS
NOT JUST ABOUT
SUPPORTING
LEARNERS IN
SHARPENING
TECHNICAL SKILLS.

A THREE-PART AGILE
LEARNING STRATEGY FOR
THE MODERN LEARNER
To support Alex - and Alexes the
world over - employ a three-part agile
learning strategy for the modern learner
that includes the following:
1| Supporting a range of learning needs.
2| Expanding and address new learning
roles.
3| Crafting a learning and performance
network.



Training Industry Magazine - January/February 2020

Table of Contents for the Digital Edition of Training Industry Magazine - January/February 2020

Building an Adaptable Workforce
Table of Contents
3 Key Technology Principles for Integrated Employee Learning Experiences
The Agile Brain: How You Can Learn to Do Less to Adapt at the Speed of Change
Learnership: Preparing Employees for the New Learning Landscape
Developing Range Versus Demonstrating Agility
Agile Learning Strategies for the Modern Learner
Clicking for Completion: How to Overcome the Hyperactive E-learner
Cutting through the Clutter: How to Curate Content to Drive High-Impact Courses
Skills Gaps Rise as Organizations Ignore Workforce Training Preferences
Creating a Learning Strategy for Change Using the Skills of Improvisation
5 Keys to Building Change Resilience for You and Your Team
Workflow-enabled Learning: Meeting the Needs of the Modern Learner
Meeting the Challenge: Training for Customer Experience Excellence the Airbnb Way
Adaptive Learning for the Global Enterprise
How to Leverage Technology in Building Learning Agility
Becoming an Agile Learning Organization
It's Time to Prioritize Learning
Guild Education Now Valued at $1 Billion, Helps Organizations Upskill Employees Through Education Benefits
Company News
Training Industry Magazine - January/February 2020 - 1
Training Industry Magazine - January/February 2020 - 2
Training Industry Magazine - January/February 2020 - Building an Adaptable Workforce
Training Industry Magazine - January/February 2020 - 4
Training Industry Magazine - January/February 2020 - Table of Contents
Training Industry Magazine - January/February 2020 - 6
Training Industry Magazine - January/February 2020 - 7
Training Industry Magazine - January/February 2020 - 8
Training Industry Magazine - January/February 2020 - 3 Key Technology Principles for Integrated Employee Learning Experiences
Training Industry Magazine - January/February 2020 - 10
Training Industry Magazine - January/February 2020 - The Agile Brain: How You Can Learn to Do Less to Adapt at the Speed of Change
Training Industry Magazine - January/February 2020 - 12
Training Industry Magazine - January/February 2020 - Learnership: Preparing Employees for the New Learning Landscape
Training Industry Magazine - January/February 2020 - 14
Training Industry Magazine - January/February 2020 - Developing Range Versus Demonstrating Agility
Training Industry Magazine - January/February 2020 - Agile Learning Strategies for the Modern Learner
Training Industry Magazine - January/February 2020 - 17
Training Industry Magazine - January/February 2020 - 18
Training Industry Magazine - January/February 2020 - 19
Training Industry Magazine - January/February 2020 - Clicking for Completion: How to Overcome the Hyperactive E-learner
Training Industry Magazine - January/February 2020 - 21
Training Industry Magazine - January/February 2020 - 22
Training Industry Magazine - January/February 2020 - 23
Training Industry Magazine - January/February 2020 - Cutting through the Clutter: How to Curate Content to Drive High-Impact Courses
Training Industry Magazine - January/February 2020 - 25
Training Industry Magazine - January/February 2020 - Skills Gaps Rise as Organizations Ignore Workforce Training Preferences
Training Industry Magazine - January/February 2020 - 27
Training Industry Magazine - January/February 2020 - 28
Training Industry Magazine - January/February 2020 - 29
Training Industry Magazine - January/February 2020 - Creating a Learning Strategy for Change Using the Skills of Improvisation
Training Industry Magazine - January/February 2020 - 31
Training Industry Magazine - January/February 2020 - 32
Training Industry Magazine - January/February 2020 - 33
Training Industry Magazine - January/February 2020 - 5 Keys to Building Change Resilience for You and Your Team
Training Industry Magazine - January/February 2020 - 35
Training Industry Magazine - January/February 2020 - 36
Training Industry Magazine - January/February 2020 - 37
Training Industry Magazine - January/February 2020 - 38
Training Industry Magazine - January/February 2020 - 39
Training Industry Magazine - January/February 2020 - 40
Training Industry Magazine - January/February 2020 - 41
Training Industry Magazine - January/February 2020 - Meeting the Challenge: Training for Customer Experience Excellence the Airbnb Way
Training Industry Magazine - January/February 2020 - 43
Training Industry Magazine - January/February 2020 - Adaptive Learning for the Global Enterprise
Training Industry Magazine - January/February 2020 - 45
Training Industry Magazine - January/February 2020 - 46
Training Industry Magazine - January/February 2020 - How to Leverage Technology in Building Learning Agility
Training Industry Magazine - January/February 2020 - 48
Training Industry Magazine - January/February 2020 - Becoming an Agile Learning Organization
Training Industry Magazine - January/February 2020 - 50
Training Industry Magazine - January/February 2020 - It's Time to Prioritize Learning
Training Industry Magazine - January/February 2020 - Guild Education Now Valued at $1 Billion, Helps Organizations Upskill Employees Through Education Benefits
Training Industry Magazine - January/February 2020 - Company News
Training Industry Magazine - January/February 2020 - 54
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