Deloitte’s Global Human Capital Trends report for 2016 reflects the views of more than 7,000 CEOs and HR leaders in 130 countries.
In a short series of blog posts we take a look at this year’s top trends, and analyze what they mean for talent management professionals and global employees.
Learning the Key to Success
Organizational learning continues to be a business priority for more than eight out of ten (84 percent) executives and HR leaders.
Learning is seen as the primary driver of employee development by 30% of respondents, as well as being an essential tool for attracting top talent, engaging employees, and developing leaders.
“In today’s highly competitive global economy and intensely competitive talent market, the C-suite clearly understands that companies that do not constantly upgrade skills and rapidly build leaders will not be able to execute their business plans.”
Warp Speed Disruption
According to Deloitte, nearly every CEO and CHRO questioned said that their companies are not developing skills fast enough or leaders deeply enough.
Advances in technology, and shifts in demographics are among the factors that have accelerated the disruptive change in corporate learning and development (L&D) organizations to “warp speed” over the past year.
“Employees at all levels now recognize that ‘the learning curve is the earning curve,’ and they are demanding access to dynamic learning opportunities that fit their individual needs and schedules.”
Learning How to Learn
High-performing companies are promoting a new culture of learning, focused on the employee experience. They treat learning as a continuous process, not an episodic event, and approach it from the perspective of an employee’s daily experiences and career aspirations, rather than as a centralized group looking to roll-out programs and processes.
The role of L&D is evolving from developing content to be pushed out to employees, to facilitating efforts to help “learners how to learn,” and enabling access to content from a wide range of internal and external sources to meet the specific needs of every employee.
“Despite the strong shift toward employee-centric learning, many L&D organizations are still struggling with internally focused and outdated platforms and static learning approaches.”
Learning New Tricks
To transform an L&D function to meet the needs of today’s global organization requires shifts in perspective, culture and technologies.
Put the employee at the center of the learning experience and meet their:
Immediate Needs – what do I need to support my success in the moment?
Intermediate Needs – what do I need to grow in my current role?
Transitional Needs – what do I need to grow in my career?
Recognize that this evolution from a content-centric to a learner-centric experience requires a cultural shift from a company-push approach to an employee-pull approach. Employees should be given the freedom to engage and schedule learning on their time in their terms.
Support an employee-centric approach with mobile, social, and web-based platforms that can deliver on-demand learning content and a better user-experience.
We took a look at the top five Global Talent trends identified by Deloitte from Organizational Design and Leadership Development, to Corporate Culture, Employee Engagement and Learning, and proposed ten actions for global talent managers to answer the call of C-suite. To download the report, please follow this link.
Karine Allouche Salanon
Senior Vice President, General Manager
Pearson English Business Solutions