Those passionate about #skills will find that the word has got out and message is circulating globally … Our affair with workplace skills is for the long term – An investment that no longer can be avoided for the future or you risk being dumped; with increasing lack of talent and skills.
#HR deliberations over … competencies recognised … occupational standards signed and delivered … training provider and learning options proliferation … workplace expectations increase … AND funding opportunities dry …
This leads to a need for reinforcement i.e. learning vision; business development strategy; strong business case and dare we say ROI speak to promote the importance of workplace learning suited to your organisation needs, for the most effective learning implementation; within an economical budget.
A recent short journal article by Bob Mosher (Global Chief Learning and Strategy Evangelist for Ontuitive) in the Chief Learning Officer highlights some significant points on the success of any learning programme. That of alignment to business strategy and that of dumbing down immediate ROI expectations. Any investment in workplace training needs clear evidence of benefit; but gathering enough employees to participate in a one-hit short workshop isn’t going to bring great rewards and immediate returns. The training provider negotiated a great deal for delivery – but who is going to make sure that training is applied. Often training budgets are allocated for training alone. Not often enough thought on #HR gathering intelligence on sector needs and applicability locally. This data is critical in informing the right learning strategy for your business and workforce needs. Are we basing training need decisions on business, employee or training provider marketing promotions?
More critical is workplace learning alignment and skills analysis. Learning styles aside; how will you evaluate performance and application?
How do we to ensure that essential knowledge and skills are circulated across the organisation and add benefit to organisational learning?
How can we see the organisational marriage of skills and workplace outputs? What will make this possible? What are our benchmarks and as Bob mentions in his article ‘workflow’ appreciation of learning that takes place?
How much of this learning is addressing SIN #SkillsInNeed?
In a simple desk research on ROI and #HR outputs, I have found this paper worthy of share:
This will certainly impact organisational application, resource and readiness including HR readiness in SMEs (Small Medium Enterprises- UK) or the unorganised sector (India) – shared as examples.
Either we choose to ignore the warning signs for SIN or we act on these. These definitely will expect #HR to be more open, transparent and approachable in recruitment drives with social media; but also evidence of big data mining and analytics to make logical and rational decisions for talent management – Can it ever be rational? Can we ensure organisation readiness and strength in succession and skills? I will wait to hear your thoughts … I expect we have lots of challenges ahead … including our definition of SIN, appropriateness, talent lifecycle aligned to business development cycles.
‘The devil is in the detail’ …
Journal article: Chief Learning Officer
ROI: It’s All About Proximity: MOSHER, BOB. Chief Learning Officer. Jul2013, Vol. 12 Issue 7, p12-12. 1p