On October 17th, we had over 100 L&D professionals join us in Melbourne for a thought-provoking Learning Leadership Forum and Think Tank Workshop, where we discussed the future of learning, and how we learn, unlearn and relearn and in light of the pace of change.
Let’s look at some key topics that were discussed at the event:
Changing Workplace Behaviour for Good – Phil Tutty, Head of Product, New Markets & Innovation, Learning Seat
Earlier this year, Learning Seat undertook a critical analysis of what we stood for and redefined our vision: “Changing workplace behaviour for good.” This vision builds on our core focus as a workplace compliance business, but importantly recognises that individuals and their behaviour can impact on the culture and ultimately the actions of organisations.
The Cost to Individuals
Inappropriate workplace behaviours can have a cruel and tragic impact on the lives of individuals, especially instances of bullying and sexual harassment. A Beyond Blue survey in 2016 found that “almost 1 in 2 Australians have experienced workplace bullying during their lives”.
The Cost to Business
An organisational culture that tolerates behaviour in breach of the law or inconsistent with its policies, or where risky behaviour is ignored, can suffer serious reputational damage.
- Bullying – Orica’s shares shed more than $375 million in value after their CEO, Ian Smith was accused of bullying in 2015.
- Sexual Harassment – A recent sexual harassment case saw over $1 million awarded to the victim by their employer.
- Fraud – ASIC estimates that the cost of fraud is $8.5 billion per annum.
Our Design Imperatives
To truly change workplace behaviour for good, we need to shift compliance away from a box-ticking exercise to one that changes individuals and organisations.
- We must be the voice of the expert
- Our solutions must recognise that organisations are complex and more than the sum of a group of individuals
- Our solutions must embrace best practice learning design.
Eight Common Challenges We Face
- Nobody wakes up with a desire to complete a compliance course
- We are constantly dealing with learner fatigue
- Our solutions need to change bad habits
- Our audience is as diverse as the total population
- Technology is changing rapidly
- Delivering efficient learning with the lowest seat time, without sacrificing the integrity of the learning outcomes
- Demonstrating ROI and business benefits of what we do
- How we engage with the broader learning and development community of experts?
Happiness at Work – Kelly Palmer, CLO of Degreed
The competitive and difficult nature of the recruitment process to employ people that have the best talent in their fields was described as, “the war from the best people”. Research shows that “87% of organisations are revamping, restructuring, or considering a redesign of their talent acquisition function”.
With so many companies fighting for the best talent out there, it has become nearly impossible for most companies to recruit top talent. Many companies, in fact, are developing internal talent because they can’t compete for the best external people. Whether your organisation can hire the best externally or choose to internally train someone, an additional challenge is ensuring that they are engaged once they start their job.
Working hard to hire they right talent is only part of the process. Keeping them engaged so that they do their best work and stay with the company is just as important.
Recipe for engaged employees:
- Build strong company culture
- Invest in career transformation
- Provide learning and opportunities to be successful.
Learning is the foundation for creating a great culture and empowers your employees to be productive, successful and happy.
Training vs Learning
How many companies look at your learning organisation as a competitive advantage, or as the key to getting or keeping great talent? Most companies instead look at learning as a service or a quick fix to a problem. US companies spend $160 billion annually on employee learning and training, yet 80% is said to be forgotten within 30 days, and fewer than 15% of employees successfully apply what they learn.
Training is transactional
- Business Centric
Learning is transformational
- Learning Centric
- Curated Content
Employees want to learn and equip themselves with more knowledge and skills for their current and future roles. Research shows that workers spend 3.3 hours learning on their own each week, 75% spent their own money, which was an average of $339 last year. 61% of workers said they would put in even more time on their own learning, if they got professional credit for it.
Learning can be your biggest competitive advantage to attract, engage and retain talent. If learning is the key, then we must inspire it, not try and control it.
How can we teach people to Learn, Unlearn and Relearn to cope better with the pace of change? – Ashley Spowart, Think Tank Director
Today, technology and knowledge are developing at such a rapid rate that it is getting infinitely harder for people to maintain pace. Within corporate organisations, learning functions are grappling with the challenge of ensuring that staff are receiving learning that is meaningful and impactful, while dealing with all this change. Poor process and poor organisation is a huge problem that companies face when trying to implement new learning and training.
Establishing a proper method and plan to deliver change so that it can be successful requires looking at how people learn. People first look socially, whether it is to use google or to reach out to their peers. Many companies have implemented social learning strategies, but unfortunately they haven’t been as successful as we thought.
One of the main reasons why they haven’t been utilised effectively, is because people are getting overwhelmed by the huge amount of content that is available.
Two ways to mitigate this are:
- Personalise the learning approach for the person
- Tie the learning back into a career pathway.
Learning in an organisation is important, because we need to prepare people for their next job. Right now, the hiring process laid out in organisations focuses on recruiting the best people for that job, who already have the right skills. In five years, futurists tell us that the only differentiator that an organisation is going to have is how it educates and develops its people. Learning must be made more innovative, so that we can lead this change and develop our people for their current and future jobs.
So, what do you think?
Share your thoughts and ideas in the comment area below – we’d love to hear what you have to say about the future of learning and how we can adapt. We will be sharing a highlight video reel and an ebook on our key Think Tank findings shortly. Check out the hashtag #ThinkTankLS on Twitter to see what everyone was tweeting about during the event.
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