The Learning Landscape
“In this world of automation, business transformation, and continued obsolescence of skills, companies are realizing that delivering on a compelling, digital learning experience is critical to business success.” According to Deloitte’s Josh Bersin, if business leaders fail to understand the disruption taking place in corporate learning, they not only risk employee disengagement and attrition, but they will also fail to drive positive business outcomes. The corporate learning industry is over $140 billion in size and continues to creep into the $300 billion market for higher education degrees, professional development, and secondary education. And, delivering a “compelling digital learning experience” is the #2 topic on the minds of CEOs and HR leaders according to Deloitte’s 2017 Human Capital Trends research. In a recent article, Bersin shares ten things for leaders to consider in order to better understand how corporate learning has transformed into a new “digital learning landscape.” The transformation calls for leaders to recognize that investing in “bringing learning to where employees are” goes way beyond mobile phones, and is not just about a new “type of learning,” but instead it is about enabling an entirely new, employee-centric “way of learning.” The article offers a clear roadmap for the future of digital learning. Full disclosure: Practice was honored to be recognized as one of the five adaptive learning platforms that supports "spaced learning," as well as one of a handful of microlearning platforms shaping the new learning technology landscape.
Solid as a Rock
The “ability to learn and progress” is the most important factor for the modern employee when they are pursuing the place they want to work. Yet, research shows that during an average week employees take less than 25 minutes of time to devote to learning or training. Now consider that traditional training programs are delivered through episodic, costly, in-person sessions, where information is pushed and learning is rarely retained. What does this mean? It means that traditional training is becoming increasingly irrelevant to the modern organization. The most forward-thinking organizations are addressing this gap by adopting a continuous learning model that prioritizes flexible and agile learning opportunities delivered seamlessly in employees’ workflows as part of a frequent, ongoing cycle of practice, feedback, application, and improvement. The second article in our series goes deeper on what’s driving the adoption of the continuous learning model, why business leaders are encouraging continuous learning to drive continuous innovation, how embedding continuous learning into the workplace culture accelerates growth, and more.
When we’re intensely focused on productivity, it’s easy to forget to stop and make time to reflect. Yet self-reflection is crucial for our continuous growth and development. It “gives the brain an opportunity to pause amidst the chaos, untangle and sort through observations and experiences, consider multiple possible interpretations, and create meaning.” A recent article in the Harvard Business Review indicates that employees who spent 15 minutes reflecting at the end of the day performed better than those who did not. Reflecting also bolsters productivity, boosts happiness, and reduces burnout. Yet many of us, particularly leaders, don’t consistently self-reflect. Why is this? Some leaders either don’t understand the reflection process, dislike the process and/or the results, or can’t see the ROI. So how should leaders tackle these barriers to self-reflecting? Start small by scheduling short, regular self-reflection times and eventually increase the amount. Then, find a reflection process that fits, and ask colleagues or mentors for help if needed to get the process going — then do it. Not on your calendar yet? Take this challenge: give self-reflection a try for 10 minutes tomorrow. Happy self-reflecting!
Listen: Find Out What it Means to Me
Motivating and engaging employees in the workplace is a constant, continued struggle for most organizations. Listen to Yale psychologist, Paul Marciano, discuss why “carrots and sticks” don’t work, and consider what LinkedIn Learning has to say about calculating the cost of employee disengagement — and how to deal with the issue.
More and more baby boomers are retiring, and millennials are taking on more leadership roles than ever. Yet millennials and current CEOs have vastly different perspectives on what makes an ideal future leader. Research conducted last year included 14 CEOs from organizations such as Verizon, UPS, KPMG, Johnson & Johnson, and more, along with 2,800+ leaders of varying levels and generations. Millennials listed the following traits as important for future leaders: inspiring, strong interpersonal skills, compelling communication, and the ability to empower others. In comparison, current CEOs value efficient decision makers, business savvy leaders, and skilled stakeholder managers. Despite these differences, both groups generally agreed on what empowers growth for the next generation of leaders, namely receiving coaching from mentors and leading an organization through “strategic or cultural transformations.” Additionally, having “chances to practice, receive feedback, and engage in shared learning experiences with peers” are key. Agreed.
What can Snapchat, Pokémon GO, and Instagram teach us about microlearning? Plenty.