1.
Imbibing agility through learning @MakeMyTrip
Are you trying to decode the mystery of building the
best-in-class talent capabilities? Read this article as we explore the talent
machine Make MyTrip (MMT) where the core mantra is to groom talent in an
innovative, agile and a collaborative manner for future responsibilities.
World
class customer experience and product innovation are the two biggest objectives
that MMT strives to achieve and the firm is a strong believer in the fact that
employees will be able to give their best if they are having at work. Hence the
philosophies and processes of building strong talent capabilities should imbibe
what information do the learners want and how do they want it.
With
the increasing speed of businesses and reduced attention spans of learners,
gone are the days when learners can be confined into 8-hour long training
sessions. In today’s businesses, more important is to adopt learning while
employees are doing their jobs and reduce the gap between learning and
application. The biggest challenge that any L&D function faces is how to
involve the entire organization into the learning process and not really just make
it an L&D agenda. To understand the needs of their employees, the L&D
function at MMT conducted a survey through which they found out that the three
biggest needs of employees are - just-in-time learning, social learning and
byte-sized learning. These have now emerged as the pillar of all learning
practices at MMT.
2.
Journey of learning & development at
Tata Power Delhi Distribution Ltd
What Tata Power Delhi Distribution Ltd did to create the
learning curve for their system.
There
is an L&D capability gap in the entire world and there is a huge gap in the
expectations that people have with regard to skillsets and people. So
how do we change the mindset? Pre 2002, the challenges which rocked
organizations were mostly with regard to the lack of performance
management systems, immediate need of attaining operational excellence,
managing the stakeholder experience. There was no process of training
in place neither was there any concept of ‘learning’. So Praveer
Sinha, CEO & MD at Tata Power Delhi Distribution Ltd spoke
about measures they took to impact the development of their employees.
3.
How can we make L&D a strategic lever for business
Why L&D should focus on creating a clearly stated purpose
for companies.
The need of the hour is
transformation. Building a next generation organization with people, process,
and technology embedded in the culture of the organization. Design an approach
which is people-centric. Integrate technology with latest applications and digital
platforms, provide platforms for innovations which complimenting the
multigenerational talent. The approach should also be core people focused and
winning culture to be able to with-stand the VUCA world and also an
organization should be able to have a succession plan ready with the right
talent. And the challenge is how we can continue to have the same winning
formula in this kind of workforce. The organizations need to own a structured
culture – a clearly stated purpose and once the companies follow a sequence of
this, then the organizations’ internal customers’ i.e. the employees can also
align with the vision/mission. However, the idea is also to have a flexibility
approach in mind. While you can have a structured approach, Ajay
Kaul, CEO at the Jubilant FoodWorks shared a point where he
stated that all this can be done with a common goal in mind i.e. Aligning one
and all.
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