Training Industry Magazine - Winter 2022 - 30

ASSESSING FOR SUPPLY AND DEMAND
With so many changes in business and technology, how can busy
L&D leaders stay on top of employee and business needs? In a
survey of L&D executives conducted by CGS, the top priorities
of respondents ranged from increasing engagement to content
personalization. How can we accomplish all these initiatives?
Businesses must have the right talent with the right skills at the
right time. This means L&D must take steps on a regular basis
to reevaluate and adjust to align with the business strategy
and employee expectations.
critical business needs as they evolve,
engage in sprints, test and learn while
working on cross-functional teams?
This will also enable you to be more
future-focused.
Develop a culture that embraces
digital disruption. Focus on how
employees can be engaged as
active and passive learners as their
jobs require more digital elements,
just as the learners have become
accustomed as consumers to using
digital technology in their daily lives.
3D Learning
No longer can L&D be thought of
or implemented as a simple, onedimensional
format - nor can we rely
on just one tool. Current conditions
Training should address current realities simultaneously
with future of workforce needs.
Business plans should identify where reskilling of
existing employees can be beneficial to employees
and businesses.
Keep the learner's needs and experience front and center
for all learning strategies, and challenge the stats quo
regarding how we have always delivered traditional training.
require delivering learning with layered
technology. It takes an ecosystem to be
agile and responsive to learners.
Address capabilities needed in your
function. L&D professionals need to be
data-savvy marketing experts. Should
you have learning experience designer
roles on your teams to transform
from instructional designers? Are you
integrating business intelligence tools
and data mining for insights? Assess
what tech tools and skills are needed to
make it more engaging for the learners.
For example, use of chatbots to help
guide employees through a learning
journey akin to what we are already
familiar with as consumers. Applying AI
in this regard also provides data to help
continually understand behavior of the
learner, like how businesses leverage
for customer behavior.
HOW L&D TEAMS PLAN TO PRIORITIZE THEIR EFFORTS
Increasing engagement/
employee experience
Digital acumen, technology training
Upskilling
Building out libraries of
reuseable/modular content
Expanding L&D's data footprint/
workforce analytics
Content curation and personalization
Reskilling
Building global communities
of practice/SME networks
Adopting immersive, collaborative
technologies - AR/VR/MR
Looking at ways to incorporate
AI, robotics, chatbots
The 2020 Training Industry Benchmark
Report found that short courses and
face-to-face training were the most
popular choice overall for training
providers, with 78% of providers
offering in-house courses. However,
61% were focused on eLearning
courses for the coming year. While
face-to-face learning has been popular
for decades, how can we transition to
today's business structure? L&D must
reimagine how face-to-face solutions
can be delivered in this ecosystem.
The overall purpose and outcomes
desired for face-to-face need to be
revisited. Once that is defined, we
must ask ourselves: What types of
new skills will be needed for facilitators
to deliver the newly reimagined
learning sessions?
Conclusion
As the new year gets underway,
L&D organizations can reset and
refresh their current state of talent
development. They will also plan for an
agile, transformative approach.
Post-pandemic, businesses and the
workforce are facing a new reality. With a
change in L&D strategy, enterprises can
drive value and relevancy in this everchanging
work environment where
workers are shifting their careers
and expectations.
Regina Nowlan is a senior learning
strategist,
leading CGS's learning
consulting services. As an L&D leader
with a passion for helping others succeed
and grow, her industry experience for
the past 25 years ranges from financial
services to quick service restaurant.
Email Regina.
| 30
https://cdn2.hubspot.net/hubfs/302197/Training%20Industry%20Benchmark%20Report%202020.pdf https://cdn2.hubspot.net/hubfs/302197/Training%20Industry%20Benchmark%20Report%202020.pdf https://www.cgsinc.com/en/learning
Training Industry Magazine - Winter 2022

Table of Contents for the Digital Edition of Training Industry Magazine - Winter 2022
