HR Learning: 30 Dec, 2022

1.

Here are the hacks to make L&D interesting

To achieve learning outcomes more effectively, companies are leveraging an efficient gamification strategy that offers higher completion rates and improved recall and retention. Experts tell how creating leaderboards and recognizing employees can make L&D successful. A recent study shows that the completion rate for traditional online courses is just around 3 per cent. And this points out a significant downbeat in the scenario where companies are going all out with their learning and development initiatives to make their workforce future-ready. But there’s a hack to bridge this gap! Gamified learning!  Think this way, you have time travelled to your childhood and for every right recitation of mathematical tables, you get a badge that actually makes you stand out from the crowd. The badge has many benefits. You get extra two marks in your examination and a chance to treat yourself to your favourite place – the school canteen! This, in turn, makes you more competitive and you prepare better for the next such opportunity.

 

2.

Why a coaching culture and not any other culture?

An organisation’s purpose should go beyond profit. According to PricewaterhouseCoopers (PwC), 79 per cent of business leaders believe that an organisation’s purpose is central to a business’s success, and millennials who have a solid connection with their employer's purpose are 5.3 times more likely to stay. 1 So, it’s worthwhile to find out more compelling reasons why building a coaching culture is essential. I often see organisations initiating multiple culture-shaping projects to shift the people and culture to the highest level of performance and productivity. However, some organisations may have chosen to develop a coaching culture simply because their rivals have started to do so, or they may feel that a coaching culture is a trend that their organisation shouldn’t miss. If this is the mentality, the “change strategy” will likely fail because the organisation has been unable first to determine its purpose and objective. Just as Alice, don’t care where they are heading. An organisation’s purpose should go beyond profit. According to PricewaterhouseCoopers (PwC), 79 per cent of business leaders believe that an organisation’s purpose is central to a business’s success, and millennials who have a solid connection with their employer’s purpose are 5.3 times more likely to stay.1 So, it’s worthwhile to find out more compelling reasons why building a coaching culture is essential.

3.

Identify skill transformation catalysts or plunge into uncertainty: Aon’s Ishita

 

In an exclusive interview, Aon’s Ishita Bandyopadhyay talks about the top capability caps that are emerging currently and how companies should think about their skills transformation agenda. As companies take a step back to review their talent management strategies in light of the downturn in the global economy, they have many decisions to make. Preparing for an uncertain future involves making the organisation nimble and agile. So, what does future readiness in L&D look like? 

In an exclusive conversation with Ishita Bandyopadhyay – Managing Director, Aon's Assessment Solutions, India and South East Asia, she notes that skill transformation, although an obvious choice, is a complex journey. She also discusses the gaps in skilling interventions and how technology can be redesigned. Ishita has over 15 years of experience in Human Capital Consulting and Change Management. Currently, she leads Aon's Assessment Solutions for India and South East Asia markets, supporting the growth of businesses and clients. As an experienced HR advisor, Ishita has a strong track record in leading teams and partnering with clients to create business impact. Ishita has over 15 years of experience in Human Capital Consulting and Change Management. Currently, she leads Aon's Assessment Solutions for India and South East Asia markets, supporting the growth of businesses and clients. As an experienced HR advisor, Ishita has a strong track record in leading teams and partnering with clients to create business impact.

At the ‘Take off ‘point, L&D professionals must make at least three considerations. 

·       Will the skill transformation enhance the core business, or will it diversify it? Based on this consideration, the organisation needs to precisely identify the new required skill sets because the initial roadblock is to identify the required skill sets of the future with specificity.

·       Which functions and levels in the organisation need to be at the forefront of this transformation? It is necessary to identify skill transformation catalysts and their representation else the transformation will plunge into anarchy and uncertainty.

·       Is there a provision to build an incubation approach for skill transformation? There is a need to start from a proof of concept with a protected group that can make mistakes and learn from them.

Organisations need to keep the employee or the user at the centre of the strategy as all skill-building g programs are designed and rolled out. In the new normal, the mode of delivery and impact of training needs to be evaluated consistently based on employee feedback. Leveraging skill data and its regular collection will be essential for success.