Digitalizing L&D strategy: The key to activate business’s power

Digitalizing L&D strategy: The key to activate business’s power

Businesses are required to timely and fully equip employees with new skills to adapt in the new normal. And digitalizing L&D strategy seems to be the golden key for businesses to quickly meet this demand.

Many organizations find it difficult to keep pace with the changes and acquire knowledge when emerging technology such as AI, data analysis and workplace automation are needed. Furthermore, the epidemic has driven businesses to learn these skills to deal with the long and short-term problems. 

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These are several guidelines which businesses should use in improving their efforts to develop and to keep the employees stay up-to-date on the right skills.

ELSAxTalentnet - Digitalizing L&D Strategy

Identify a major goal for L&D guidance

Organizations best positioned to adapt to the changing way of work are led by a major goal which addresses employee skills and growth decisions.

In the United States, Dell has moved from a conventional hardware technology business to a cloud-based infrastructure supplier with the intention to allow its clients to convert their digital systems. This is known as the North Star, which led Dell to reconsider the organization’s skills base. For this purpose, Dell has developed a new career structure with 23 key skills and a set of leadership values. In essence, the key skills guide L&D in application design and content curation.

Another example is Novartis, a global pharmaceutical company, which turning to a data-driven business in order to improve patients’ lives. To achieve this goal, Novartis launched a five-year L&D program, enable all workers to spend 5% of their time learning. It comprises collaborations with educational networks, typically, Coursera benchmark data, helped the L&D team to recognize the need for improved data visualization capabilities in accordance with business’s direction. They also build new skill to close the internal ability gap. Within two years of the program’s launch, Novartis surpassed the industry benchmark for data visualization skills.

Align L&D efforts with future demand

Strategically develop new competencies that are required in the future. AI and automation are two fields that were not taken care of by businesses, but this is reinforced during this epidemic as companies that have not acquired these skills are behind in their attempts to deal with the consequences of the epidemic. At the same time, carefully consider the need to invest in skills valuable in the past that may not have any potential benefit in the future. Lastly, carefully draft a plan that has taken into consideration the potential development of workers and the role of technology to effectively replace repetitive jobs.

Make sure the L&D team has the appropriate expertise and tools

There is a growing demand for technical and analytical skills among L&D teams in the field of digital learning, virtualization and online content curation. Furthermore, there is a rise in L&D professional’s standards about their strategies, expertise, coaching and consultancy capabilities needed to collaborate  effectively and provide strategic value.

A new L&D trends currently being adopted by many businesses is applying AI technology to training programs, help employees more interested and enhance their experiences in the learning process. One of the typical examples is the English speaking application ELSA Speak. This application uses AI technology to recognize voice and detect mistakes in pronunciation. It will map out the personal learning path based on the employee’s ability and the company’s business area, helping them improve their English speaking skill and apply the lessons to their daily work.

In addition, ELSA Speak also supports managers to track employee learning progess to assess the effectiveness of the application and reorient the strategy to use ELSA Speak most optimally.

The advance in technology has led to a smaller L&D team, but more qualified and provides better value. As a more trustworthy advisor for the firm, the team now has more demanding discussions with organization’s executives to ensure that the content and training delivery methods are aligned with business requirements and standards. 

The team also challenge outdated perspectives on learning priorities, sharpen company’s strategy, which helps to focus on more relevant L&D investments in the future. Many organizations have started investing in technologies for the upgrading of learning management systems to provide learning during the crisis and beyond. A strong long-term L&D strategy will be more capable of dealing with short-term demands and adapting rapidly to new ways of operating in the new normal.

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