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1、STRATEGIZINGSKILLSTRANSFORMATIONFOR IMPACT A Dipstick Study on the Emerging Approachesto Empower LearnersA People Matters and Skillsoft StudySkillsoftIndia3rd Floor,North Wing,Plot no.5,JVP Building,Software Units Layout,Hitech city,Madhapur,Hyderabad,Telangana 500081 India.People MattersMedia Pvt.L
2、td.944,Block C,Sushant Lok 1,GurgaonHaryana-Disclaimer:The information contained herein has been obtained from sources believed to be reliable.People Matters,and Skillsoft disclaims all warranties regarding the accuracy,completeness or adequacy of such information.People Matters,and Skillsoft will b
3、ear no liability for errors,omissions or inadequacies in the information contained herein or for interpretations thereof.The material in this publication is copyrighted.No part of this can be reproduced either on paper or electronic media without permission in writing from People Matters.Request per
4、mission to reproduce any part of the report may be sent to People Matters India Pvt.Ltd.Foreword04Introduction0506Key Findings15Conclusion16Expert ViewsTop challenges for skills transformationThe role of strategic partnershipsThe learning modalities at workThe upcoming AI-revolution in learningTABLE
5、 OFCONTENTSLearning is no longer an event;its a continuous journey.The contemporary world of work is undergoing a profound transformation catalysed by rapid technological advancements and evolving market dynamics.As automation,artificial intelligence,and digitalization redefine industries,traditiona
6、l job roles are becoming obsolete while new ones emerge.This shift demands a comprehensive overhaul of the skills landscape.Organizations find themselves confronted with the challenge of bridging the widening gap between existing employee skill sets and the demands of these emerging roles.The challe
7、nge lies in identifying the right skills to invest in,designing effective learning paths,and ensuring seamless integration of upskilling efforts into the everyday work environment.Human Resources and Learning&Development leaders are at the forefront ofthis skills transformation endeavour.And our Dip
8、stick Study shows that theyhave a tough time convincing stakeholders and decision-makers about the tangible returns on investment in skills development.As the journey towards a new world of skills and jobs continues to accelerate,its now critical to not just convey the importance of skills transform
9、ation but to design,adopt,drive,and engage employees to engage in skills development at scale.ForewordTHE JOURNEYTO SKILLSTRANSFORMATIONACCELERATESWe thank all the participants who have contributed to this dipstick study.INTRODUCTIONIn todays ever-evolving business landscape,organizations are presen
10、ted with a unique opportunity to redefine their approach to skill transformation.The ability to remain agile and competitive hinges on how effectively companies can navigate the rapidly changing demands of the workforce.To embark on this journey,it is crucial to articulate the skill transformation p
11、rocess with utmost clarity,providing employees with a transparent roadmap that answers the why,what,and how of upskilling efforts.Creating a culture of continuous learning and offering ample resources for skill development are fundamental pillars of success in this endeavour.Companies that embrace t
12、hese principles empower their workforce to not only adapt but thrive amidst disruption.Yet,the question remains:How are organizations across various industries and sectors approaching skill transformation in todays dynamic environment?To answer this critical query,the Dipstick Study on Strategizing
13、Skills Transformation for Impact delves into the strategies and practices employed by over 100 organizations.This study sheds light on the diverse approaches and innovative solutions that organizations are implementing to prepare for disruptions in their skill strategies,ultimately shaping the futur
14、e of workforce development.As new roles emerge and old ones evolve,its challenging for organizations to accurately predict which skills will be most relevant in the near future.This makes aligning skill development efforts with the rapidly changing needs of the business a complex task.The dynamic na
15、ture of the modern work landscape,the complexity of required skills,the absence of standardised approaches,and the intricate relationship between skill development and business outcomes make it challenging to align and assess business impact clearly.The top challenges highlight a clear imperative fo
16、r Learning and Development(L&D)leaders to bridge the gap between their efforts and the broader business context.The foremost challenge,with 56%of respondents,is the struggle to measure the impact of learning initiatives effectively.This underscores the importance of demonstrating tangible results an
17、d ROI in business terms.It also underscores the vital role of L&D leaders in speaking the language of business to overcome these challenges and drive meaningful skill development aligned with organizational goals.BUSINESS ALIGNMENT AND MEASURING EFFECTIVENESS ARE THE TOP CHALLENGES TO DRIVING SKILLS
18、 TRANSFORMATIONTOP CHALLENGES TO IMPLEMENTINGSKILL TRANSFORMATIONTREND 1Difficulty inmeasuring theeffectiveness andimpact of skillstransformationinitiatives56%Lack of alignmentbetween skillstransformationinitiatives andoverall businessstrategy44%Resistance tochange fromemployees andstakeholders44%Li
19、mited budgetand resourcesallocated for skilltransformationinitiatives42%Limited employeeengagement andparticipation inskill developmentprograms35%Simplifying the process of planning and executing a workforce transformation can be achieved by leveraging your organizations job architecture.A well-stru
20、ctured job architecture offers a scalable,globally relevant,and market-aligned framework for all roles within the organization.This framework is invaluable during workforce transformation efforts because it allows leaders to quickly discern the exact skills required for each role and understand how
21、various roles relate to one another.Furthermore,implementing role-based learning can enhance training program adoption rates.In a role-based learning system,employees can effortlessly access content directly relevant to their careers.When training content aligns closely with an employees role,they a
22、re more likely to engage with it enthusiastically.This increased learner engagement translates into better results from learning programs.Strategic partnerships offer significant advantages for skills transformation,particularlyfor organizations navigating dynamic industries.These partnerships provi
23、de access to specialised expertise,tailored training,and accelerated learning programs.Data from the dipstick study showed that 86%of organizations already engage strategic partners in their journey for skills transformation.Out of which,a majority of them(64%)use partners to some extent,while 22%of
24、 them say they engage partners to a great extent.The prevalence of utilizing strategic partners suggests a conducive environment for learning and knowledge sharing.Collaboration with external partners can bring fresh insights,diverse perspectives,and specialized resources that contribute to a well-r
25、ounded skills transformation process.EXPANDED LEARNING ACCESS ANDENGAGEMENT ARE THE TOP BENEFITS OF STRATEGIC PARTNERSHIPSTREND 2TO SOME EXTENT:Strategic partnerships are used to some degree to enhance skills transformation efforts64%TO A GREAT EXTENT:Strategic partnerships are actively utilized to
26、enhance skillstransformation efforts22%NOT AT ALL:Our organization does not leverage strategic partnerships to enhance skills transformation efforts14%STRATEGIC PARTNERSFOR SKILLS TRANSFORMATIONStrategic partnerships also present a set of challenges that must be navigated for effective collaboration
27、.Aligning diverse goals and objectives can prove to be intricate,potentially causing conflicts.Resource allocation,encompassing financial,human,and technological aspects,requires careful negotiation to ensure equitable distribution.70%of organizations consider expanded learning resources and content
28、 as a top benefit,highlighting the crucial role that strategic partnerships play in diversifying and enriching the learning experience.62%of organizations see access to specialized expertise as a key benefit,underscoring the value of partnering with subject matter experts and industry leaders.This i
29、ndicates that external partners bring unique insights,domain-specific knowledge,and practical experience that can significantly enhance the quality of skills transformation initiatives.Many organizations believe that strategic partnerships enhance employee experience and satisfaction.Strategic partn
30、ers can also play a pivotal role in addressing the challenges posed by job function drift.As employees take on additional tasks outside their defined roles due to skills gaps or talent shortages,strategic partners can provide valuable support.These partners often bring specialized expertise and reso
31、urces to the table,enabling organizations to adapt swiftly to evolving workforce needs.By collaborating with strategic partners,organizations can access tailored training programs and resources that align with the changing demands of their employees.These partners can help identify emerging skill re
32、quirements and provide relevant content and training solutions.Moreover,they bring external perspectives and industry insights that enrich an organizations understanding of evolving job functions.Expanded learning resources and content70%Access to specialized expertise62%Enhanced employee experience
33、 and satisfaction61%Increased speed of skill acquisition49%TOP BENEFITS FROMSTRATEGIC PARTNERSHIPSGAP IN LEARNING MODALITIESCONTINUES TO PREVAILTREND 3Increased speed of skill acquisition62%Classroom-based training61%Virtual training sessions58%Self-paced online learning52%Mentoring and coaching49%D
34、igital and audiobooks20%In todays rapidly evolving business landscape,effective learning and development strategies are paramount for organizations striving to stay competitive.The following insights shed light on trends in learning modalities serving as valuable guidance for L&D leaders.On-the-job
35、training stands out as the most widely embraced learning modality,according to findings of this Dipstick study,with classroom-based training closely following suit.The popularity of classroom-based training can be attributed to the proximity of trainers and the opportunities it offers for engaging i
36、n interactive discussions,thereby enhancing the learning experience.Virtual training sessions have garnered significant traction as well,signaling a shift towards more flexible learning options.The relatively high adoption rate indicates that the prevalence of remote work arrangements and the demand
37、 for accessible training have driven organisations to incorporate virtual training into their learning strategies.The prominence of self-paced online learning as a modality underscores the increasing prevalence of digital learning platforms.This approach empowers individuals with the flexibility to
38、learn at their own pace and convenience,aligning well with the modern learners preferences.Mentoring and coaching assume a pivotal role in employee development,as evident from their relatively high adoption rate.To truly ensure that the learning modalities gaps are filled,companies need to integrate
39、 job architectures into their learning and development efforts.Job architectures go beyond just identifying roles and responsibilities;they can serve as a foundation for various aspects of employee growth and performance improvement.For instance,in the context of coaching,job architectures can pinpo
40、int the specific skills high-performing employees need to cultivate as they prepare for leadership roles,ensuring a targeted approach to their development.Only 3%of the organizations say they are well-prepared for an AI-revolution in skills development.Data from the Dipstick reveal a diverse range o
41、f perspectives on AIs impact on skills and organizational preparedness.While a significant portion acknowledges the transformative potential of AI,some uncertainty and variability persist.Organizations levels of preparedness span the spectrum,from those taking proactive strides to fully embrace AI,t
42、o those still grappling with readiness challenges.Only a small percentage(3%)of organizations consider themselves extremely prepared,reflecting a select group that has taken substantial measures to ensure seamless AI integration.Organizations could be at risk of falling behind in the fast-evolving A
43、I landscape if they do not take steps to bridge the readiness gap.A MAJORITY OF ORGANIZATIONS ARE NOTREADY FOR AN AI-REVOLUTION IN SKILLSTREND 4AIS IMPACT ON SKILLSModerately impacting certain skills36%Significantly transforming the skills landscape34%Having minimal impact on skills21%Not sure8%ORGA
44、NIZATIONAL PREPAREDNESS FOR AISomewhat prepared39%Moderately prepared25%Very prepared16%Not at all prepared16%Extremely prepared3%Automation in Learning and Development(L&D)by leveraging AI and ML offers a multitude of advantages for L&D leaders.It expedites curriculum development,scales learning in
45、itiatives,and elevates the overall quality of learning pathways.One significant benefit is streamlining content curation and targeted delivery.With the aid of job architectures,roles and their associated skill sets are clearly defined.AI/ML content tagging simplifies the transformation of this data
46、into practical curricula.Automation with AI/ML content tagging eliminates these issues,ensuring that organizations develop learning programs that encompass all critical details and relevant content,thereby enhancing program quality significantly.AI identifies relevant content,while ML ensures accura
47、cy,enabling content to be systematically organized into appropriate learning paths and promptly delivered to the employees who require it.Additionally,automation accelerates program scaling.Even substantial content libraries can swiftly become curated,coherent learning paths adaptable across various
48、 content types,formats,and learning providers.Another crucial advantage is the enhancement of program excellence.Prior to the integration of AI/ML,L&D administrators had to rely on manual curation,a process susceptible to subjective judgment.Even dedicated subject matter experts could struggle to co
49、mprehensively evaluate vast content repositories without omissions.CONCLUSIONAs organizations continue to evolve and navigate the challenges of todays dynamic environment,the commitment to skill transformation and the integration of these insights will be instrumental in shaping the future of workfo
50、rce development.It is a future where adaptability,continuous learning,and strategic partnerships will be the keys to long-term success and resilience.The integration of digital tools,personalization,diverse learning formats,and strategic partnerships further amplifies an organizations ability to ada
51、pt and thrive.These elements not only improve business alignment but also enhance the measurement of effectiveness and engagement.Strategic partnerships are also instrumental in managing risks and uncertainties.In an unpredictable business environment,these partnerships can offer stability and resil
52、ience by sharing the burden of challenges and uncertainties.By diversifying among partners,organizations can reduce their exposure to market fluctuations or unexpected disruptions.The use of strategic partners is a powerful strategy for organizations looking to thrive in a dynamic and competitive la
53、ndscape.And,in this era of digital transformation,embracing AI/ML frameworks in learning is no longer a mere option but a strategic necessity.As organizations continue to navigate the evolving landscape of talent development,those who harness the power of automation will be best positioned to adapt,
54、innovate,and thrive in the knowledge-driven economy of the future.EXPERTVIEWSBHAWNA CHOUDHARY KADANHead-Talent Management,Cairn Oil&Gas,Vedanta LtdIn the realm of skills transformation,organizations face several critical challenges that demand strategic solutions.One of the top hurdles is the select
55、ion of the right technology to initiate the scaling process.This decision carries the risk of technology obsolescence,which can hinder long-term success.Moreover,aligning the skills of the workforce with the rapidly evolving demands of the industry is a fundamental challenge that cannot be overlooke
56、d.Without a comprehensive Skill Assessment Framework,identifying and bridging existing skill gaps becomes challenging,impeding progress.Resource limitations,particularly related to time,pose another significant obstacle to implementing a robust and sustained skill transformation program.These constr
57、aints,though not solely financial,have a substantial impact on the organizations capacity for transformation.Additionally,a noticeable communication gap regarding upskilling initiatives can hinder employee buy-in and understanding,affecting the overall success of the transformation effort.Addressing
58、 the communication challenge involves identifying its primary source,whether it resides at the managerial or leadership level.Understanding the root cause is crucial for effective resolution,ensuring that all levels of the organizations actively work to bridge the communication gap.Resistance to cha
59、nge among employees is a major challenge,particularly when leaders themselves need to acquire new skills.This underscores the importance of consistent communication and active leadership involvement in driving skill development.It should be integrated into the organizations business agenda and activ
60、ely promoted from both the employee and leadership perspectives.SKILLS TRANSFORMATION NEEDSA MULTI-FACED APPROACHIn industries characterised by constant evolution,like Oil and Gas,skill transformation efforts take a multifaceted approach.Skill gap assessments guide targeted training programs,often i
61、nvolving partnerships with experts and a focus on continuous learning.Leadership investment in skill development has shifted toward guiding teams through change and setting an example,recognizing the industrys drastic and sudden shifts.The rise of AI is reshaping industries,by automating routine tas
62、ks and enhancing decision-making processes.AI complements analytics by identifying emerging skill sets and predicting changes,enabling proactive upskilling efforts.External partners,such as Skillsoft,allow organizations to tailor learning experiences for employees.These partnerships expand horizons
63、and foster self-directed learning,contributing to personal excellence and grooming young leaders within the organization.This approach not only benefits employees but also brings fresh talent from campuses,providing unique perspectives and purpose to the organization.In conclusion,navigating the cha
64、llenges of skills transformation demands a strategic and multifaceted approach.From technology selection to communication,leadership involvement,and AI integration,organizations must adapt to the ever-evolving demands of their industries.Collaboration with external partners and a commitment to conti
65、nuous learning are key drivers of success in this transformative journey.In the rapidly changing landscape of our organization,characterised by a diverse portfolio and varying skill requirements,complexity is a constant challenge.We grapple with the intricate task of defining roles and identifying t
66、he precise skill sets needed,a process that is often insufficiently defined,making it challenging to quantify both our current skill levels and the skills we need to thrive.Moreover,the absence of a unified platform hinders our ability to benchmark existing skills and work on skill improvement strat
67、egies cohesively.To navigate this complexity effectively,it is imperative that we embark on a journey to pinpoint the distinct skills and competencies required at different organizational levels.This entails the development of common benchmarks and standardized measurement mechanisms that allow us t
68、o assess skill gaps accurately.Furthermore,we must prioritize the creation of individual skill passports and comprehensive repositories documenting employees skills,competencies,and job experiences.These passports not only facilitate efficient job mapping but also ensure that the organization has a
69、clear understanding of the skills available within its workforce.In our pursuit of skill transformation,the integration of AI as a tool for self-directed learning represents a significant advancement.AI algorithms can analyze individual employee profiles and suggest tailored learning paths,maximizin
70、g the effectiveness of skill development efforts.However,the landscape of service and content providers in the realm of skill benchmarking and development is vast and varied.There is no one-size-fits-all solution,and thus,we must actively engage in strategic partnerships spanning diverse areas such
71、as technical expertise,functional skills,job-related proficiencies,compliance requirements,and leadership and behavioural competencies.While conventional metrics for assessing learning and skill improvement have their place,we must place greater emphasis on aligning these acquired skills with the sp
72、ecific demands of our job roles.In doing so,we ensure that our employees not only acquire skills but also effectively apply them to their responsibilities,ultimately yielding superior results for our organization.MVN RAOHead-Corporate Learning and Development(CLO),Larsen&Toubro LimitedALIGNING SKILLS WITH NEW JOB NEEDS WILL BE CRITICAL FOR SKILLS TRANSFORMATIONSTRATEGIZINGSKILLSTRANSFORMATIONFOR IMPACT A Dipstick Study on the Emerging Approachesto Empower Learners