Likewise, the approach to learning needs to constantly evolve and change to create the workforce of the future.Some organisations are good at providing learning opportunities when they can see a direct benefit to the organisation. Globalisation, a global pandemic, and the introduction of AI mean the workplace of today is constantly evolving and is starkly different to ten years ago. Investing in continuous learning will help create skilled, engaged employees who can help an organisation weather any challenges the future holds.Īnd finally, it’s an ongoing journey.people used to develop skills for a specific career: nowadays the career itself is a journey of constant learning. But the more an employee knows, the more they feel connected to the organisation and motivated to succeed. Development activities should be aligned to future career aspirations as training without the ability to utilise skills learnt may demotivate individuals.Ĭreating a foundation where employees are supported and encouraged to engage in continuous learning takes time, effort, and resources. This helps employees to see the different career development paths available to them, and identify the skills needed to get there.
Nearly three-quarters of employees who felt empowered to drive their career say that their manager was active in supporting their development.Īs a manager, be proactive in clearly connecting learning opportunities with cross-functional projects, secondments, and internal mobility openings which are aligned with employees' career interests. It’s important for managers to provide coaching and learning opportunities for their teams, even without regular in-person interactions. Connect continuous learning to career development With 34% of organisations already investing in social learning tools, offering people a chance to share knowledge with their peers is becoming a crucial element of an always-on learning culture – and a great way for people to stay connected with their teams.ģ. Social learning is particularly effective in engaging remote employees: 87% of employees say that sharing knowledge with their team is critical for learning. To meet these expectations, organisations are employing social collaborative tools, cross-functional project-based learning, creating online learning marketplaces and structured mentoring forums. Those working from home often want the flexibility to learn outside work hours, on whichever device suits them best. Organisations are creating personalised learning paths that develop employees in their current role, next role and future career paths.Įmployees also expect to learn on-demand when, where, and how they choose. To reduce friction, learning should be built into daily activities and available on-the-go from any device. Employees need support from leaders and managers to create this space and time. The number one obstacle for employee-led development is employees making time for their learning – especially when working from home presents a raft of new distractions. Managers should set aside time to check in on their team’s learning and offer new challenges and opportunities. It’s still important for managers to suggest ways to improve, with 56% of employees saying they would spend more time learning if their manager suggested activities. Over half of employees (58%) want to learn at their own pace depending on their requirements, development needs and interests. We’ve seen a shift away from corporate top-down driven learning towards employee-led learning. Empower employees to lead their own learning Be sure to schedule regular virtual check-ins to track progress and address any roadblocks.Ģ. Mapping out these skills means employees and managers have a reference point to guide them on the continuous learning journey and can measure their progress. Managers can craft development plans with remote employees to address learning for skills required now, and map out skills that will be required in six months, a year and into the future. Crucial to creating a culture of continuous learning is facilitating ongoing performance management.
HR can drive this learning revolution, but it requires buy-in from all stakeholders – from C-suite to line managers and employees.
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