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1、TRAINING IN THE FUTURE OF WORK2Training in the Future of Work|2020IntroductionTraining 2020:Learning Leaders Look Toward a New Decade Taryn Oesch,CPTM|Managing Editor for Digital Content and co-host of The Business of Learning|Training Industry,Inc.The State of Corporate Training in the 4th Industri
2、al Revolution:5 Considerations Tristan De Vera|Marketing Copywriter|goFLUENT Learning and Development in the Era of AI and Automation Anand Narayanan|Chief Product Officer|Simplilearn Whats the True Cost of Procrastinating on Digital L&D Transformation?Jon Hieger|Marketing Manager|Intrepid2020 and B
3、eyond:Five Key Priorities for Employee Development Scott Simpson|Partner and Chief Technology Officer|Cambria,a Spencer Stuart CompanyReshaping the L&D Team:How the Gig Economy Is Changing Our Learning Organizations Courtney Osborn|Content Manager|TTA(The Training Associates)Modern Learning for Mode
4、rn Learners Joshua Thines|Lead Curriculum Writer|Eagle Productivity Group,part of NIIT Group The Future of Work:Training an Increasingly Diverse Workforce Ryan Eudy|Chief Executive Officer and Managing Partner|ej4 Tips for Keeping Your Virtual Teams Engaged Elizabeth Martin|Vice President of Solutio
5、n Strategy|Ariel 3 Remote Workplace Frustrations and How to Approach Them Kathy Wisniewski|Owner|True and Lasting Wellness Ben Bisbee|Writer|Creative Coach The Future of Work:Driverless Teams Bradley Hook|Partner at the Resilience Institute|Founder of Tech Wellbeing The Future of Work Is Storytellin
6、g With Data Loren Sanders|Senior Adviser of Learning and Communications|CVS HealthMicrochipping Employees:A Rising Trend in the Future of Work?Sarah Gallo|An Associate Editor and co-host of The Business of Learning|Training Industry,Inc.Sales Training of the Future:Emotional Intelligence and Convers
7、ation Skills Nick Kane|Managing Partner|Janek Performance Group Artificial Intelligence and Leadership Development:Potential Risks and Potential Benefits Sam Shriver|Senior Vice President of Commercial Operations and Product Development|The Center for Leadership StudiesThe Future of Training Is Acce
8、ssible Training Dr.Kevin Gumienny|Senior Learning Architect and Leader of the Instructional Design Team|Microassist Additional ResourcesCONTENT349832343743Training in the Future of Work|2020In the Future of Work,Learning Takes Center Stage Todays business landscape is changing
9、faster than ever before,as technological advancements and economic trends impact industries across the globe.Learning and development(L&D)plays a vital role in helping companies not only keep up with these advancements but also prepare for future ones.According to LinkedIn Learnings 2020 Workplace L
10、earning Report,soft skills,including leadership and management strategies,creative problem solving and design thinking,and communication,are the“highest priority”for many businesses.Learning leaders should also be prepared to train contract and temporary(“gig”)employees and adopt an agile learning a
11、pproach to help their organizations stay competitive in a rapidly changing business environment.This e-book offers expert insight on everything from training virtual teams to artificial intelligence(AI)in leadership development and provides actionable tips on how to set learners,and organizations,up
12、 for success no matter what the future of work may bring.I would love to hear your perspective on this collection of articles from TrainingI.Feel free to reach out to us at .INTRODUCTIONKen Taylor President of Training Industry,Inc.Training in the Future of Work|20204Now that the rush of the holiday
13、s is over and were fully back into the swing of things at work,lets take a moment to reflect on 2019 and plan a new year in training.We asked learning leaders to share their thoughts at the start of 2020;heres what they had to say.WHAT WAS A MAJOR SUCCESS YOU CELEBRATED WITH YOUR L&D TEAM THIS YEAR?
14、Julianne Lindo,CPTM,Former Instructional Design Manager,CenturyLink“Enabling online training to be taken on a mobile device was a major success for the L&D team this year.This required much collaboration,preparation,problem-solving and ongoing communication between the core team and the LMS vendor t
15、o deliver this initiative As we head into 2020,we look forward to continuing our improvement efforts in allowing learners to take learning nuggets,where convenient and at their pace on their devices.”Yousef Alghamdi,CPTM,Head of Training and Development,Ministry of Communications and Information Tec
16、hnology of Saudi Arabia“This year we had individual development plan(IDP)for the first time in the history of my organization.”Ashlee Dutton,MPA,CPTM,Manager of Development and Leadership Advancement,Pikes Peak Community College“It was a major success,in general,for a community college like Pikes Pe
17、ak Community College to invest in their employees professional development so intentionally by hiring someone full-time to devote themselves to it,but to accomplish so much in such a short time has been such a victory!PPCC graduated its first 15 employees from the newly launched PPCC Cultivates:Supe
18、rvisor Development Program that spanned 10 weeks over summer 2019.And September 2019 marked the launch of the inaugural class in the PPCC Cultivates:Enhancing Leadership Program which is a nine-month program focused on enhancing the skills of emerging leaders of PPCC.It has been an incredible succes
19、s to not only implement these programs to continue for years to come,but to have the opportunity to Training 2020:Learning Leaders Look Toward a New DecadeTaryn Oesch is the award-winning managing editor for digital content at Training Industry,Inc.and co-host of The Business of Learning,the Trainin
20、g Industry podcast.Training in the Future of Work|20205continue the growth through 2020 resolutions to launch a Core Competency Passport for Professional Development,complete with badging credentials.Truly a banner year for training and development at PPCC!”C.J.Reed,CPTM,Manager,IT Training Programs
21、,McCarthy Holdings,Inc.“We had a strategic initiative in 2019 to standardize all conference room technology in all conference rooms among 15 different offices throughout the company.The IT Training group traveled all across the U.S.to deliver a total of 93 instructor-led training sessions.This was t
22、he most instructor-led training sessions ever offered for a strategic initiative in the company.”WHAT WAS A BIG LESSON YOU LEARNED THIS YEAR?Yousef Alghamdi,CPTM,Head of Training and Development,Ministry of Communications and Information Technology of Saudi Arabia“In a government agency where the fl
23、exibility is less,you have to prepare and plan ahead of time so that your plan is approved and financed.”Kenneth Baucum,CPTM,Organizational Development Manager,SageNet“This year,Ive learned to focus on the simple things not only in showing gratitude and appreciating little pieces of everyday life,bu
24、t also in looking for the simplest answers to the complex problems.”Briana Washington,CPTM,Training Manager,MGM Resorts International“This year,the impact and value of engaging key stakeholders early proved to be most rewarding.Capturing the right audience,at the right time,is golden.Working with an
25、d through my peers and leadership reduced unforeseen roadblocks and created buy-in.”Dr.Kristal Walker,CPTM,Principal Consultant,3Cs Training Group,LLC“Ive learned the true value of work-life balance a necessary component to effective ANYTHING!As a leader in my work and industry,it is not unusual to
26、fall into the trap of overworking to complete a project or task.In fact,most often we are criticized when we fall behind on our work.This year really inspired me to utilize the Training 2020:Learning Leaders Look Toward a New Decade“This year,Ive learned to focus on the simple things.”Training in th
27、e Future of Work|20206knowledge,skills,and abilities of my team and peers.The value-add of seeing their expertise come to life as a result of a simple invitation is nothing short of amazing!This was a year of letting go of what I cant control within and outside the walls of my organization while bui
28、lding relationships with the people that matter most to me my home and work families.”Ashlee Dutton,MPA,CPTM,Manager of Development and Leadership Advancement,Pikes Peak Community College“Its hard to narrow down just one impactful professional lesson learned this year because as we know,the world of
29、 L&D is constantly sharing with us new messages and experiences,but I believe the biggest lesson was something we always have known,but just have forgotten:Relationships truly are the keystone to all successful professional organizations It never ceases to amaze me what we can accomplish when we bri
30、ng it back to simply being a human-to-human approach.May every year continue to remind us of what,and who,is really important.”C.J.Reed,CPTM,Manager,IT Training Programs,McCarthy Holdings,Inc.“Attending my first TICE Training Industry Conference&Expo this year taught me that other organizations have
31、 the same challenges as we do when it comes to L&D.Having the chance to network with other L&D professionals to get feedback and opinions is better than tackling something on your own.”WHAT IS YOUR NEW YEARS RESOLUTION FOR YOUR L&D WORK IN 2020?Yousef Alghamdi,CPTM,Head of Training and Development,M
32、inistry of Communications and Information Technology of Saudi Arabia“We are hosting an LMS for online courses in our server.”Kenneth Baucum,CPTM,Organizational Development Manager,SageNet“In 2020,well be focusing on soft skills and reinforcing key aspects of culture,to help drive our core values acr
33、oss the organization and inspire ourselves in the new year.”“The world of L&D is constantly sharing with us new messages and experiences.”Training 2020:Learning Leaders Look Toward a New DecadeTraining in the Future of Work|20207Dr.Kristal Walker,CPTM,Principal Consultant,3Cs Training Group,LLC“Lear
34、ning and development continues to thrive with new innovative processes to transfer skills.My focus in 2020 and beyond is to continue to address the shortage of qualified talent to fill critical leadership roles.Im dedicating my efforts to creating leadership development programs,tools,and resources
35、to address this very noticeable gap.I intend to add an original contribution to an existing body of knowledge on how best to support the life cycle of leadership development.Hopefully,my contribution will serve as a resource for L&D professionals who are experiencing similar challenges and need to s
36、upport with creating a leadership pipeline.”C.J.Reed,CPTM,Manager,IT Training Programs,McCarthy Holdings,Inc.“We are developing and rolling out a new LMS.A big change from our current LMS will be adding a social learning module.”WHAT IS A PREDICTION YOU HAVE FOR THE TRAINING INDUSTRY IN 2020?Juliann
37、e Lindo,CPTM,Former Instructional Design Manager,CenturyLink“Digital transformation.Artificial intelligence(AI),virtual reality(VR),augmented reality(AR)and mixed reality(MR)will continue to evolve,disrupting the way humans have traditionally learned new information.Supporting these technologies is
38、not cheap.Training department leaders will have to reconsider balancing their annual budget and how to account for and justify employing these technologies as part of the method of company training offerings As an L&D professional,much as its easy to stay within ones comfort zone,remaining curious a
39、nd observant on what is around you is one way of making sure you dont get left behind by maintaining antiquated methods of training delivery.Lastly,collaborate with your learners,find out from them what other approaches would best suit their learning needs and how they want to further control how th
40、ey take training.”C.J.Reed,CPTM,Manager,IT Training Programs,McCarthy Holdings,Inc.“Voice-controlled intelligent personal assistants may be more of a factor in future training programs.”“Learning and development continues to thrive with new innovative processes to transfer skills.”Training 2020:Lear
41、ning Leaders Look Toward a New DecadeTraining in the Future of Work|20208What did you learn in 2019?What are your goals for 2020?Let us know by tweeting us TrainingIndustr or posting in our LinkedIn group!Customize your free subscription to receive related content.Training 2020:Learning Leaders Look
42、 Toward a New DecadeTraining in the Future of Work|20209Its 2020,and weve been experiencing the Fourth Industrial Revolution(4IR)for quite a while.According to Klaus Schwab,executive chairman of the World Economic Forum,this era“is characterized by a fusion of technologies that is blurring the lines
43、 between the physical,digital,and biological spheres.”Technology made huge leaps in the last decade.In the field of corporate training,we already use e-learning and other blended learning tools,but in the Fourth Industrial Revolution,how can corporate training maintain its relevance?How can organiza
44、tions adapt to the ever-changing learning and development(L&D)landscape?Here are five things to keep in mind.1.FILL THE(STILL)WIDENING SKILLS GAPSThe Fourth Industrial Revolution is all about empowering people.With advanced technology to aid corporate training and ensure a return on investment(ROI),
45、allocating resources for workplace learning is the minimum requirement.Global organizations must also address the skills gaps in their industries.Some of the most in-demand skills in 2020 are workforce readiness,soft skills,technical skills and entrepreneurship.Organizations should also encourage th
46、eir employees to have an intrapreneurial mindset:Rather than simply working for executives,modern-day employees should also have ownership of what they do.Organizations also have a responsibility to provide their employees full-time,remote,deskless and“gig”workers with training that supports their c
47、areer progression.The Fourth Industrial Revolution calls for a stronger talent pool,which organizations can use as a competitive advantage.The State of Corporate Training in the 4th Industrial Revolution:5 ConsiderationsTristan De Vera writes and talks about e-learning,learning and development,and c
48、orporate training for goFLUENT,advocating for accelerated language learning globally to boost learners language confidence,save time and nurture talent.“The Fourth Industrial Revolution is all about empowering people.”Training in the Future of Work|2020102.ADDRESS THE MULTIGENERATIONAL WORKFORCEIn 2
49、020,more members of Generation Z will enter the global workforce,and more millennials will enter challenging high-level roles in their organizations.Meanwhile,baby boomers are starting to retire in greater numbers.A wide range of individual differences work preferences,motivations,ethics and leaders
50、hip styles comes with a multigenerational workplace.To succeed in the Fourth Industrial Revolution,its important to take these differences into account and move toward more personalization and customization in corporate training.3.MAXIMIZE YOUTH TALENTAccording to the United Nations,the global youth
51、 unemployment rate is approximately 11.8%.In addition,young people are nearly three times more likely to be unemployed than adults.With the fresh perspectives that younger generations can offer,your organization should start investing in this talent.Here are some strategies to consider:Partner with
52、solutions providers:Work with training providers to deploy skills training to a multigenerational workforce.Collaborate with educational institutions:Work with colleges and universities to identify and address skills gaps.These partnerships will also help educational institutions adapt their curricu
53、la to the needs of businesses and industries.Participate in advocacy:Actively participate in the creation of policies that address youth unemployment.The reinforcement of labor market policies and job creation are methods that address youth unemployment through policy development.4.FOSTER A CORPORAT
54、E LEARNING CULTURELearning should never stop.In a 2018 Korn Ferry survey,33%of employees planning to quit their jobs that year said it was because they were bored and needed a new challenge.Organizations can address this problem by fostering a learning culture where employees are constantly challeng
55、ed.“To meet the demand for soft skills,develop training programs that focus on emotional intelligence and communication.”The State of Corporate Training in the 4th Industrial Revolution:5 ConsiderationsTraining in the Future of Work|202011In the Fourth Industrial Revolution,theres an increasing dema
56、nd for organizations to improve their internal talent pools.By creating a healthy corporate learning culture,you demonstrate that the organization values education and support the continuous development of your workforce.To create this type of culture,its important to understand employees desired ca
57、reer paths and align them with your organizations goals,needs and values.Remember to request feedback from your stakeholders so you can address their needs and concerns.5.PRIORITIZE SOFT SKILLS AS MUCH AS TECHNICAL SKILLSHolistic corporate training is more important in the Fourth Industrial Revoluti
58、on than ever before.To meet the demand for soft skills in the Fourth Industrial Revolution,develop training programs that focus on emotional intelligence,communication or other soft skills,depending on your organizational objectives.While youre at it,remember that soft skills arent learned in a sing
59、le class.Employees should have the opportunity to participate in multiple training experiences over a period of time so they can truly learn and practice these skills.In the Fourth Industrial Revolution,employees across organizations are looking to learn in the flow of their work.This learning isnt
60、possible without the investment in new learning initiatives and the support of executives.With the rise of artificial intelligence(AI)in corporate training,its crucial for organizations to invest in human intelligence by training employees in skills such as communication,language and creativity to h
61、arness their full potential.Customize your free subscription to receive related content.The State of Corporate Training in the 4th Industrial Revolution:5 ConsiderationsTraining in the Future of Work|202012Over the last few years,artificial intelligence(AI)has emerged as one of the most disruptive f
62、orces affecting organizations and individuals alike.According to a recent report from IDC,global spending on AI systems is expected to reach$97.9 billion in 2023.This spending translates to an annual growth rate of about 28.4%over the next few years.This massive wave of change has a far-reaching imp
63、act on the way organizations function.Here are four trends:ELIMINATIONTechnology has automated several repetitive job tasks through technologies such as robotic process automation(RPA),AI and machine learning,robotics,and cloud-based products that deliver insights more quickly than humans can.Accord
64、ing to a 2017 report by the McKinsey Global Institute,automation could displace as many as 800 million people around the world by 2030.In 2016,McKinsey also estimated that current technologies could automate about 45%of the activities people are paid to perform.The gig economy,too,has a role to play
65、 in this trend,since companies might find it more cost-effective to hire a temporary gig worker than to create an in-house position.CONSOLIDATIONAs automation frees up time and resources,its often consolidating job roles.As cloud-based software as a service(SaaS)tools provide deeper insights more qu
66、ickly,and as these tools work together in a comprehensive and consolidated way,the amount of output expected from employees has increased.For example,digital marketers can rely on a steady state of information that tells them how their target customers are reacting to their ad or even their campaign
67、,leading to faster decisions.From a learning and development(L&D)perspective,this trend means ensuring that employees have access to role-based digital training so that they can succeed in this disruptive situation.Learning and Development in the Era of AI and AutomationThe chief product officer at
68、Simplilearn,Anand Narayanan is a product leader with vast experience building products across various industries and product types.He is a computer engineering graduate from NIT Surathkal and holds a masters in computer science from Texas A&M University as well as an MBA from the University of Texas
69、.Training in the Future of Work|202013UPGRADINGAs our organizations shift toward AI and machine learning,it is crucial to bring the workforce up to speed.Again,role-based training is crucial here.For example,data scientists now need to know how to work with machine learning algorithms and insights,a
70、nd developers need to understand the cloud ecosystem.The 2018 World Economic Forum“Future of Jobs”report predicts that by 2022,more than half the workforce(54%)will require considerable re-and upskilling,a significant portion of which will require additional training that lasts over six months.Whats
71、 more,Gartner reports that 80%of employees lack the skills they need for their current and future jobs.JOB CREATIONOne of the most exciting aspects of the AI revolution is the plethora of opportunities to create new and innovative applications.This potential is magnified when organizations use AI an
72、d machine learning in conjunction with technologies such as the internet of things(IoT)or virtual or augmented reality(VR/AR).This confluence of technological innovation will create a number of new opportunities and job roles that do not even exist today.For example,it is possible to deliver package
73、s to customers through a combination of drones,GPS and cloud-based technology.The technology experts behind these products are working in brand-new roles.The World Economic Forum report states that while machines and algorithms are likely to displace about 75 million jobs by 2022,they will create ab
74、out 133 million new roles.And,according to a 2018 Accenture report,while 46%of business leaders say that traditional job descriptions have become obsolete,companies that invest in AI and in“human-machine collaboration”may see a 38%increase in revenues and a 10%increase in employment levels by 2022.A
75、s organizations work to prepare themselves for this onslaught of opportunities and growth drivers in the next phase of AI,L&D plays an increasingly central role.A well-crafted L&D plan that incorporates upskilling,reskilling and future-readiness can be a big success factor.Learning and Development i
76、n the Era of AI and Automation“As automation frees up time and resources,its often consolidating job roles.”Training in the Future of Work|202014At the same time,there needs to be a certain amount of rethinking and innovation in terms of how to deliver this knowledge so that it sticks.Should you off
77、er bite-sized online courses or long-winded classroom sessions?A blended approach that balances self-study with interactivity is often most effective.In fact,our data shows that a well-designed blended learning approach helps drive learner net promoter scores of over 75 and course completion rates o
78、f over 60%.As AI and machine learning redefine industries and businesses,organizations need to empower their employees and equip them with the right tools and expertise to take on whatever happens next.Your organizations future depends on it.Customize your free subscription to receive related conten
79、t.Learning and Development in the Era of AI and AutomationTraining in the Future of Work|202015In corporate learning,innovative modalities like online collaborative learning are often challenged by an institutional reluctance to embrace the new.According to a Gartner survey,only 4%of organizations s
80、till lack a digital initiative,emphasizing digitals growing role as a clear corporate priority.Learning and development(L&D)leaders hesitation to invest in collaborative innovations that nurture human capital is not only disconnected from the larger trend of corporations viewing technology adoption
81、as crucial to the future of their business.Its also a growing liability.DIGITAL BUSINESS TRANSFORMATIONGartner defines digital business transformation as“the process of exploiting digital technologies and supporting capabilities to create a robust new digital business model,”essentially automating a
82、nd streamlining processes by leveraging cloud-based technologies to drive new productivity and efficiency where applicable.In the context of L&D,a digital business transformation initiative might entail embracing a blended learning approach and transitioning at least some instructor-led training(ILT
83、)onto an online platform.The upside of this transformation is that the online learning platform can leverage data to assess if the learning is actually driving new behaviors,like the adoption of new skills that can transform the business.An effective collaborative learning platform can enable broade
84、r scale and on-the-job application by bringing learners together in the flow of work to share insights and solve real-world professional challenges while reducing associated ILT costs.This approach has the added benefit of elevating corporate learnings relevance by demonstrating a clear link between
85、 learning and business outcomes.THE PROBLEM WITH ILTIn Intrepids 2019“State of High Stakes Learning Survey,”over 87%of chief learning officers(CLOs)said that they were still using ILT for high-stakes training.While ILT has had its day in the sun,it cannot give the modern workforce the contextual,app
86、lied learning necessary to compete in an increasingly digital landscape.As a Whats the True Cost of Procrastinating on Digital L&D Transformation?John Hieger is a marketing manager at Intrepid,focusing on content strategy,messaging and campaign execution.A Seattle native,he has over 10 years of tech
87、nology marketing experience working for enterprise SaaS companies.Johns columns have been published in The Seattle Times,The Oregonian and Atlas Obscura.Training in the Future of Work|202016result of the reliance on old-school ILT,organizations are sacrificing scale,analysis and efficiency to stick
88、with a flawed but familiar method of instruction.People are stubborn;teaching old dogs new tricks is never easy,and once an information technology(IT)departments skill set is threatened,it can be difficult to break through organizational inertia.Everyone is busy,and the idea of breaking old habits a
89、nd learning new systems and technology is always daunting,especially with L&Ds limited budgets and flexibility.Its critical to take a big-picture approach to understanding the difference between short-term headaches and long-term benefits.Rome wasnt built in a day,and its generally understood that s
90、uccessful organizations can see beyond short-term initial complications to long-term benefits.INVESTING IN DIGITAL TRANSFORMATIONIts one thing for 90%of respondents to recent EY research to say they are prioritizing an increase in capital allocation towards digital transformation Its another thing e
91、ntirely to pull the trigger or put ones name and,ultimately,career on the line for a potentially unknown technology that may or may not deliver.Deloitte found that the number of companies investing in digital transformation almost doubled from 2018 to 2019.This finding cements the notion that while
92、the benefits of technology investment might still be up in the air for L&D,the rest of corporate America is jumping on board,albeit with mixed results.It would be impossible to accurately project a firm dollar cost or overall organizational risk to delaying a digital transformation in L&D.However,th
93、e available data illustrates that the growing trend of corporate technology adoption is disconnected from the stubborn and data-neglected world of L&D.While a majority of executives support better engagement and reskilling,actual L&D investment continues to lag,to the detriment of the workforces evo
94、lution and overall efficiency.The longer an organization neglects a consistent approach to technological investments in L&D,the greater the likelihood that it will come back to haunt them.Treating L&D with an inferior fiduciary urgency will no longer work.Human capital“An effective collaborative lea
95、rning platform can enable broader scale and on-the-job application by bringing learners together.”Whats the True Cost of Procrastinating on Digital L&D Transformation?Training in the Future of Work|202017must align and evolve with technological progress before the disconnect becomes a competitive di
96、sadvantage.As a result,there is a newfound requirement for CLOs to treat their human assets with the same urgency that chief information officers(CIOs)are increasingly treating digital transformation initiatives elsewhere.Failure to adapt means wasted time,diminished quality and lost money as compet
97、itive advantage is sacrificed on the altar of procrastination.Innovative thought leaders dont hide from technological advances;they embrace them.In the cutthroat world of corporate America,the sooner they do so,the better.Customize your free subscription to receive related content.“Human capital mus
98、t align and evolve with technological progress before the disconnect becomes a competitive disadvantage.”Whats the True Cost of Procrastinating on Digital L&D Transformation?Training in the Future of Work|202018As a new decade dawns,its a good time to explore how global changes in the nature of work
99、 are altering the way organizations train and develop their people.Business has changed dramatically in the last 10 years,and there are a couple of shifts worth touching on.First,more and more business leaders have evolved from a primary focus on business and market strategies toward including“peopl
100、e strategies.”Technology is causing business strategies to shift so quickly that the biggest challenge is making sure employees can keep up with the pace of change.Whats more,according to The Conference Board,selecting,retaining and developing talent is now a top priority for many CEOs.Given these a
101、nd many other developments,there are five priorities for organizations looking to develop their people in challenging times:1.ARTICULATE WHAT EXCELLENCE LOOKS LIKEThough Bureau of Labor Statistics(BLS)data shows that employees arent job-hopping any more today than they were a few years ago,their job
102、s are changing around them.Technology is taking away the routine and data-gathering components of many jobs and requiring different skills to understand and use that data fully.For example,a customer support job for an online shopping company may have previously had as its primary success metric the
103、 number of customer inquiries handled,but chatbots now resolve most customer questions.The only requests handled by humans are the ones requiring deeper product knowledge or a delicate handling of dissatisfied customers.Those interactions may also be opportunities to upsell.All this change means tha
104、t the core skills required for the customer service job have fundamentally altered.The key challenge for employers is to continually recognize and respond to such 2020 and Beyond:Five Key Priorities for Employee DevelopmentScott Simpson is a partner and the chief technology officer for the Boston-ba
105、sed talent development firm Cambria,a Spencer Stuart Company.“Agile environments emphasize selecting a top priority and continually moving it forward to the exclusion of lower priorities.”Training in the Future of Work|202019shifts.Organizations need to know which key skills and activities make a di
106、fference to job performance,articulate them clearly to their employees,and measure and reward performance accordingly.2.CONNECT PEOPLE TO LEARNING RESOURCESThe way companies approach training and development has changed rapidly over the last few years,with a current emphasis on“fast and short.”Compa
107、nies that were willing to invest in two-day training courses five years ago now routinely look to compress the same training down to half a day or less.Even e-learning courses are shrinking into two-minute chunks of content that learners can consume as needed.Traditionally,this training lived in a c
108、orporate learning management system(LMS),but it is now available across the internet in many forms from a huge range of providers.The issue is not having the right training available but enabling learners to find the right content when they need it.This area is one where technology can contribute to
109、 the solution.We all experience recommendations when shopping online and targeted ads wherever we go on the internet.Similarly,we can expect to see leading organizations leverage this artificial intelligence(AI)technology to connect employees with the information and training they need.Although orga
110、nizations are positive about the potential benefits of AI,many currently lack the skills to prepare themselves to meet this challenge.3.PRIORITIZE TIME TO LEARNThe reduced time allocated for training is a reflection of the amount of time thats available;everyone is busy.The agile methodology carries
111、 with it continuous deadlines and expectations of progress.Agile environments emphasize selecting a top priority and continually moving it forward to the exclusion of lower priorities.Professional development is rarely the top priority,so employees frequently do not make progress in that area.Organi
112、zations need to find a way to make learning a top priority which they cant accomplish through communication alone.Its a structural and cultural issue stemming from how organizations measure and reward their people and the stress employees are under to catch up off the job.There are few examples of c
113、ompanies that have cracked this challenge;even Googles famed“20%time,”when employees can work on their own projects,may now be more of a concept than reality.2020 and Beyond:Five Key Priorities for Employee DevelopmentTraining in the Future of Work|2020204.PROVIDE OPPORTUNITIES FOR GROWTHThe days of
114、 providing a career-long path of development and promotion in one organization are long gone,but career development is not dead.An average tenure of four to five years in a company means that most of us are staying with a company for one position or,at most,one internal job move.Organizations that w
115、ant to retain their talent need to help employees identify their next internal opportunity so they dont feel that the only way they can progress their career is to look externally.Such opportunities could include a promotion,lateral move or a new assignment something that will stretch an employees c
116、apabilities but set him or her up for success.There are many ways to help,and all require organizational effort in identifying potential next steps,connecting employees to other people who can help them and removing barriers to changing job responsibilities.5.DEVELOP A GROWTH MINDSETMost organizatio
117、ns say that people are their most valuable resource and provide some form of training and development to their employees.But theres a big difference between paying lip service to the notion that people can develop and truly believing that people have the capacity to grow.Those organizations that can
118、 connect professional development and business results,and clearly articulate the benefits for both the employee and the company can drive engagement and innovation and outperform those that cant.One way for employees to develop a growth mindset is to engage in activities that allow them to experime
119、nt,try new ways of doing things and learn from mistakes all of which many organizations do not explicitly encourage.In addition,challenging stretch assignments that provide the foundation for building new or enhanced capabilities,employees will benefit when organizations encourage them to do things
120、where failure is an option as long as it spurs reflection,learning and growth.FINAL THOUGHTSWe know that the future is self-directed development,but organizations still shouldnt leave employees to their own devices.Both employers and employees need 2020 and Beyond:Five Key Priorities for Employee De
121、velopment“Employers need to clearly articulate business priorities and where employees need to focus in order to make a difference.”Training in the Future of Work|202021a fundamental shift in mindset along these lines:Employees need to be proactive in their own development,seeking and taking advanta
122、ge of development opportunities and putting aside some time regularly to learn something new or improve their skills.Employers need to clearly articulate business priorities and where employees need to focus in order to make a difference.They need to provide growth experiences,anticipate training ne
123、eds and provide resources.Lastly,such a shift requires an ongoing focus on development and will only happen if employers and employees have a shared belief that professional development makes a difference and impacts employee performance and business results.Customize your free subscription to recei
124、ve related content.2020 and Beyond:Five Key Priorities for Employee DevelopmentTraining in the Future of Work|202022In recent years,there has been a lot of buzz around the rise of the gig economy.Organizations across all industries work tirelessly to craft a team comprised of expert talent with dive
125、rse skill sets.However,many have a unique resource or talent need and discover that they do not have the appropriate expertise or enough people to complete the project.The gig economy provides a solution to this problem.Leveraging a broader pool of talent enables organizations to more easily meet cl
126、ient needs,provide talent in virtually any location and access a specialized skill set by leveraging subject matter experts.These and other benefits will continue to fuel the growth of the gig economy.FreshBooks research from 2017 predicted that self-employment in the U.S.would triple to 42 million
127、in 2020.Using independent contractors to fill talent gaps in full-time networks or meet a clients unique,temporary needs is a strategy that will play a significant role in the way learning and development(L&D)organizations function.A BLENDED TALENT POOLOrganizations are beginning to shift their focu
128、s toward leading,coordinating and optimizing the talent within their organization in the most efficient way.In fact,in Deloittes 2019“Global Human Capital Trends”survey,33%of respondents reported“extensively using alternative arrangements”for information technology(IT),25%for operations,15%for marke
129、ting,and 15%for research and development.“A primary role of the learning leader is one of curation finding the right approaches,assembling the right team,and evaluating the talent and competencies that will be required for the future,”said Michael Noble,chief learning strategist and chief operating
130、officer at TTA.Blending your talent pool with independent Reshaping the L&D Team:How the Gig Economy Is Changing Our Learning OrganizationsCourtney Osborn is a content manager at TTA,where she writes,creates and develops a wide range of marketing pieces.She has collaborated with the team on writing
131、award-winning submissions for the Training Industry Top 20 and Watch Lists and the Brandon Hall Excellence Awards.Courtney holds a bachelor of science in marketing from the School of Business at Rhode Island College.“Leveraging a broader pool of talent enables organizations to more easily meet clien
132、t needs.”Training in the Future of Work|202023contractors and full-time employees can help your organization become more agile,competitive and cost-efficient.A CULTURE OF LEARNINGBlending your workforce can also directly benefit employees.Possibly the greatest advantage of effectively managing your
133、full talent portfolio is that you are contributing to the learning culture within your organization.Full-time employees have the opportunity to gain knowledge from a contracted worker who may have a unique,highly specialized set of skills and experience.This transfer of knowledge is an invaluable as
134、set to the organization but also to the employees.7 WAYS TO LEVERAGE THE GIG ECONOMY IN LEARNING AND DEVELOPMENT1.Address a surge need,such as a large-scale change in your organization.2.Look for a specialized skill set that your full-time workforce does not have.3.Bring in temporary resources for s
135、hort-term needs,where a full-time employee is not necessary.4.Expand the reach of your workforce to field offices or global locations.5.Benchmark organizational and team practices by working directly with consultants of varying backgrounds.6.Upskill teams on new learning technologies or tools throug
136、h knowledge-sharing.7.Increase the agility of employees to respond quickly to stakeholders.The gig economy is rapidly growing and,in the process,shifting the way L&D organizations operate.This flexible,scalable and cost-effective strategy to blend contingent workers with your full-time staff can bri
137、ng great benefits to your training team and to your entire organization.Customize your free subscription to receive related content.Reshaping the L&D Team:How the Gig Economy Is Changing Our Learning OrganizationsTraining in the Future of Work|202024Its a Saturday night,and you hear the distinct sou
138、nd of dripping water coming from the kitchen.You investigate and find a leak.Rather than call a professional at that hour,you decide to fix it yourself.Unless you are handy around the house,the first tool you will probably reach for is your phone.After watching some videos and reading an article,you
139、 successfully stop the leak and regain your sanity.Congratulations!You are a modern learner.The way we use technology increasingly shapes what we do,including how we learn how we all learn.Modern learning techniques are meant for all learners,regardless of age or circumstance.Your learners are more
140、mobile,distracted and pressed for time than ever before.How do you keep their attention,much less improve adoption rates?The learning techniques discussed here are at the forefront of the industry.WHERE DOES LEARNING HAPPEN?Traditional classroom training is still effective for many learners,but as t
141、he world becomes more mobile,you also need a way to reach employees wherever they are which could be anywhere.According to data from Bersin by Deloitte,30%of full-time employees do most of their work somewhere other than their employers location.That number is sure to grow in the years ahead.More a
142、tool than a technique,digital learning environments have been used by enterprise organizations for some time.Learning experience platforms(LXPs),in particular,provide a comprehensive user interface and come in all scales and configurations.The fact that they can curate and aggregate content for the
143、user makes them worth considering,especially if youre using self-directed learning,personalized learning journeys and experiential learning.BITES AND BYTES ON DEMANDModern learners want relevant,timely information,in the moment they need it,on Modern Learning for Modern LearnersJoshua Thines is a le
144、ad curriculum writer with Eagle Productivity Solutions,part of NIIT Group,a global innovator in training,learning and consultative services.His experience includes marketing,research and writing for the health care,travel,and retail industries.Email Joshua.Training in the Future of Work|202025demand
145、.They also want it in pieces.Enter microlearning,which breaks down lengthy content into bite-sized pieces.Each segment may have a specific focus,but each part acts like a step toward accomplishing a goal or completing a task.For example,you might use microlearning for complex or branched work proces
146、ses or“point of need”training that provides a quick review of a process before an employee begins it.SELF-DIRECTED LEARNINGWhether learning happens to solve an immediate need(e.g.,the leaky faucet)or to satisfy a curiosity,self-directed training can take on many forms.Mobile learning is inherently s
147、elf-directed,but a creative trainer can include self-directed learning in a classroom environment.In this case,instead of lecturing,the trainer becomes more like a guide or mentor.Think of the best mentors from fiction:Professor Dumbledore(“Harry Potter”),Mr.Miyagi(“Karate Kid”)and Obi-Wan Kenobi(“S
148、tar Wars”),just to name a few.In each case,much of the real learning happens in a supported but self-directed way,outside the classroom.EXPERIENTIAL LEARNINGFlipped ClassroomA perfect example of self-directed learning is the flipped classroom.Using this technique,learners prepare for training before
149、hand and use classroom time to share,elaborate and reflect.The trainers role is to review progress,guide the discussion and provide additional support as needed.The classroom becomes a more collaborative and dynamic space;trainers can still provide help and support,especially using collaboration too
150、ls like group texting.You can also apply this concept to the virtual classroom.By using the interactive features found in many web conference platforms(such as chats,polls and whiteboards),participants stay engaged and can collaborate and even role-play while learning remotely.Modern Learning for Mo
151、dern Learners“Mobile learning is inherently self-directed,but a creative trainer can include self-directed learning in a classroom.”Training in the Future of Work|202026Social LearningPsychologist Albert Bandura developed social learning theory in the late 1970s,and since then,we have seen how relev
152、ant it is for adult learners.The theory posits that we learn by observing each other and modeling behavior,and social learning is often seen as a link between behavioral and cognitive learning.Consider social learning formats,such as workshops,role-playing and peer coaching,for soft skills training,
153、where they are especially effective.GamificationAsk any elementary school teacher about effective teaching methods,and he or she will likely tell you that students learn best when they arent aware that they are being taught.By a similar token,gamification refers to the incorporation of game elements
154、 into non-game activities,such as learning or marketing.These elements may include accruing points,tokens or badges that allow users to“level up”once they have completed certain tasks or passed certain benchmarks.Many popular apps,from chat to language learning,use these techniques to reward learner
155、s,show their progress and keep them engaged.You can apply the same concepts to e-learning.Augmented and Virtual RealityNo longer the stuff of science fiction,the leading edge of learning is augmented reality(AR)and virtual reality(VR).Using,for example,a smartphone camera,AR apps display the users a
156、ctual surroundings,combined with animations and graphics that interact with and respond to the on-camera subject.Training has also become a popular application for VR in recent years.With VR,you can place learners into a lifelike scenario that includes real-world roadblocks and,if something goes wry
157、,they can simply start over.FOSTERING A LEARNING CULTURELets say your organization has invested heavily in every modern learning-friendly strategy out there.Senior leaders are fully on board with ensuring L&D has the latest Modern Learning for Modern Learners“Consider social learning formats,such as
158、 workshops,role-playing and peer coaching,for soft skills training.”Training in the Future of Work|202027and greatest apps and tools,but a number of trainers and managers are skeptical about change,and adoption lags.What went wrong?Selling change is often one of the biggest barriers to implementing
159、a new training program or tool.The key is to engage every level of the organization,from new hires to experienced staff.Leading by example,encouraging feedback,and incorporating training into new initiatives are just a few of the ways to foster a culture of learning.The most important rule of thumb
160、when designing modern learning is to tie training outcomes to business objectives.The tools may provide an immediate response,but changing a culture still takes time,consistency and strategic planning.Look for opportunities within traditional classroom settings to leverage modern tools and learning
161、techniques,and you can start connecting with all your modern learners.Customize your free subscription to receive related content.Modern Learning for Modern LearnersTraining in the Future of Work|202028Businesses have been talking about diversity in the workforce for a few decades now,and maybe long
162、er.But the direction of that conversation has shifted in a subtle and important way.When diversity first became a hot topic,businesses were discussing why having a diverse workforce was beneficial and how to go about growing one in ways that were fair.Those conversations had a profound impact,and ou
163、r workplaces are now more diverse than ever.Indeed,they are going to continue to grow more and more diverse with time.Consider:The U.S.Census Bureau predicts that the 2020 census will classify over half of all children in the country as part of a minority race or ethnic group.Generation Z,the newest
164、 generation in the workforce,is predicted to constitute 36%of the workforce in this year.This generation looks unlike other generations.For example,only two-thirds of Generation Z identifies as straight,and the generation as a whole has a less binary view of gender,meaning we are likely to see an in
165、crease in LGBTQ diversity moving forward.By 2060,the United States foreign-born population will reach nearly 19%,so a significant part of the future workforce will be first-generation Americans.Now,the question on the lips of company leaders and human resources(HR)professionals has become,“How do we
166、 manage our diverse workplaces?”It takes more than just putting people of different backgrounds into the same room and asking them to work together.As learning and development(L&D)leaders,we know that good management starts with good training.Projects succeed or fail,and career trajectories are set,
167、according to the quality of training that employees receive during onboarding and continue to receive on an ongoing basis.The Future of Work:Training an Increasingly Diverse WorkforceSince joining ej4 in 2005,Ryan Eudy has operated in every facet of the business and now manages its daily operations.
168、He offers innovative solutions and has a unique understanding of matching client needs with the right performance improvement tools to change targeted behaviors.“Everyone in the organization should be taking steps to understand and navigate diversity.”Training in the Future of Work|202029The trainin
169、g industry has two challenges ahead of us when it comes to diversity.The first has to do with training about diversity,and the second has to do with delivering training to a diverse audience.TRAINING ABOUT DIVERSITYNot everyone in the workforce is prepared to deal with a more diverse world.(Turn on
170、the news or scroll through social media,and youll see what I mean!)As an employer,you can,and should,prepare employees.Unfortunately,most diversity training revolves around topics like anti-harassment policies which are necessary,both legally and practically.But that kind of training seeks only to p
171、revent harm from happening.Its not enough to truly tap into the power of diversity.Everyone in the organization should be taking steps to understand and navigate diversity.Those steps require developing a better understanding of:The Diversity of DiversityMost people,when they hear the word“diversity
172、,”think of differences when it comes to race,sex and maybe religion,but there is much more.Theres generational diversity;we now have an unprecedented four different generations together in the workforce.Theres a diversity in personality types for example,most people are somewhere on the spectrum fro
173、m extrovert to introvert,and some even go by the label“ambivert.”There is diversity in peoples histories and life experiences,in communication styles,and even in the ways in which they learn and process information.Workplace EmpathyTraining can play an important role in building workplace empathy,he
174、lping employees understand their co-workers and their situations.Nurturing empathy often starts with basic training about differences for example,cultural differences,generational differences and personality differences.But dont stop there:Look at personal challenges and life events,too.For example,
175、you can offer training on assisting working mothers,supporting colleagues who are dealing with grief or spotting the signs of opioid addiction.The Future of Work:Training an Increasingly Diverse Workforce“Everyone in the organization should be taking steps to understand and navigate diversity.”Train
176、ing in the Future of Work|202030Unconscious BiasKeeping diverse company might not come naturally for some.We all have some unconscious biases;if we are going to work well together,we must be able to recognize and understand them.Diverse BehaviorsThink of any team in your organization.Are its members
177、 motivated by the prospect of tackling a challenge or by avoiding negative consequences?Do they prefer to collaborate,or do they prefer working independently?Are they more afraid of making a mistake or of being ignored?Obviously,there are no“one size fits all”answers to these questions,but people do
178、 tend to fall into behavioral types.When other team members understand these types(perhaps through personality assessments),they can better understand how to communicate and work together.DELIVERING TRAINING TO A DIVERSE AUDIENCEOf course,training content is only half the battle.Knowing how to put t
179、hat information in the hands(and heads)of your diverse workforce is the other half.Consider taking a multi-pronged approach that includes:Using Representative ContentEmployees should be able to see themselves in the training materials you use.The more they can see themselves in the situations you di
180、scuss,the more they will connect with the material.So,when developing content(or shopping around for it),be sure that the material is at least as diverse and inclusive as your workforce.Blended LearningBlended learning uses both instructor-led sessions and self-directed learning,usually through onli
181、ne videos or modules.This approach gives instructors more time for interaction,and even one-on-one help and discussion,which,in turn,helps learners with diverse needs and learning preferences.It also gives learners more time to ask specific questions.Student MaterialsRetention is easier when learner
182、s have notes and discussion questions,and some people prefer reading to conversation when it comes to learning.Consider providing The Future of Work:Training an Increasingly Diverse WorkforceTraining in the Future of Work|202031these types of student materials both during and after training courses.
183、As workplaces grow even more diverse,theres going to be a learning curve for everyone.Those organizations that make learning easier are going to be the next generation of success stories everyone reads about.Customize your free subscription to receive related content.The Future of Work:Training an I
184、ncreasingly Diverse WorkforceTraining in the Future of Work|202032Decreased costs,increased productivity and lower turnover rates are just a few factors leading to the rise in virtual teams,which are expected to make up 50%of the workforce this year,according to former Citrix Systems CEO Kirill Tata
185、rinov.While the benefits of virtual teams are undeniable,they do come with several unique challenges,perhaps the most ubiquitous of which is keeping virtual team members engaged.One of the biggest barriers to remote team engagement is communication.In fact,in a 2018 survey by RW3 CultureWizard,84%of
186、 respondents said they find it more challenging to communicate effectively virtually than in person.Another major roadblock is lack of collaboration.Its essential that teams are aligned toward a common goal,which necessitates clarity around priorities and individual roles.Ultimately,virtual team man
187、agers and virtual non-managers alike must be involved in a concerted effort to forge and maintain the essential connections that drive engagement.Here are some tips on how to do so.TIPS FOR LEADING VIRTUAL TEAMSIf you lead virtual teams,doing the following will increase engagement:Pay attention to t
188、he virtual signals youre sending and receiving:In a virtual workplace,the lack of cues and signals like tone of voice increase the likelihood of misunderstandings.Its important to ensure you are effectively delivering your message.Include virtual teams in the headquarters culture:If your company is
189、not fully remote and has a main office,its a good idea to find ways for your virtual team members to participate in and feel a part of the company culture.Encourage remote employees to reach out to you and others:Lack of regular contact with co-workers is a leading cause of job dissatisfaction among
190、 virtual workers.Encourage team members to stay in touch with each other as well as with you.Tips for Keeping Your Virtual Teams EngagedElizabeth Martin is the vice president of solution strategy at Ariel.Training in the Future of Work|202033Be highly organized:Clearly outlining expectations and tim
191、elines improves team collaboration.Check in on a regular basis:Regular check-ins keep your virtual team members accountable and aware of project progress,successes and setbacks.They also give you the opportunity to find out how team members are feeling.WHAT VIRTUAL EMPLOYEES CAN DO TO STAY CONNECTED
192、If you are a virtual employee,you can make working remotely a great experience by:Staying in the moment:Its important to be present instead of distracted during virtual communications.Even if your virtual teammates and manager cant see you,they will likely pick up on whether or not you are fully eng
193、aged.Communicating thoughtfully:Since open communication builds trust and improves productivity,its important to be forthcoming with challenges and opinions.Choosing the right communication tools:Posing questions via email is often not as efficient as a quick phone call or video chat,both of which a
194、lso provide an opportunity to make personal connections.Not wasting time by giving free reign to your imagination:Whenever you find yourself feeling unsettled because of your perceptions,reach out for clarification rather than allowing your imagination to slow you down.What strategies do you use to
195、engage your virtual teams or to stay engaged while working remotely?Let us know by tweeting us TrainingIndustr and arielgroup!Editors note:After publication,this article was updated to reflect the fact that Kirill Tatarinov is no longer CEO of Citrix.Customize your free subscription to receive relat
196、ed content.Tips for Keeping Your Virtual Teams Engaged“In a virtual workplace,the lack of cues and signals like tone of voice increase the likelihood of misunderstandings.”Training in the Future of Work|202034The topic of the remote workplace has never been more popular.As we enter a new decade,we a
197、re living in a unique time in history a time when technological wonders evolve,improve and manifest on an almost daily basis.Do you feel ready to tackle the management and training issues associated with technological advances and the growing remote workforce?Moreover,are you ready to support the in
198、creasing number of side effects of these advancements?With the good often comes the bad.While there are endless articles praising the rise of remote work,there has also been an influx of articles about the potential negative impacts of working remotely.Some of the most common concerns include workpl
199、ace stress and anxiety,personal and professional isolation,and difficulty“disconnecting”from work.We will never return to a completely in-office workforce,nor are we likely to become completely remote.Remote work is not for everyone or for every position which is OK.It is here to stay,but its going
200、to keep growing until it hits a plateau of need,availability and desirability.While there is an element of personal responsibility on the part of the employee to determine whether or not remote work is for him or her,its as equally important if not more so for managers and trainers of virtual employ
201、ees not only to provide traditional workplace tools and training programs but also to offer some that are focused on the side effects and cultural norms that accompany the remote workplace.3 Remote Workplace Frustrations and How to Approach ThemKathy Wisniewski is a nonprofit professional who has be
202、en in the industry for 20 years;co-author of the recent book“The Unashamed Guide to Virtual Management”;and owner of True and Lasting Wellness,a health coaching business in northeast Ohio.Ben Bisbee is a dreamer,a doer,a madman with focus hes the good kind of dangerous.Co-author of“The Unashamed Gui
203、de to Virtual Management,”Ben is a writer and creative coach and lives in Ohio with his husband and their 10 cats.“The stress that remote workers do experience is typically driven by unclear communication and unknown expectations.”Training in the Future of Work|202035What does this approach to train
204、ing and management look like?Lets look at three challenges individually to offer some insights.HOW TO AVOID AN INCREASE IN WORKPLACE STRESS AND ANXIETYRemote work doesnt naturally increase stress and reduce well-being for every person,nor will it naturally decrease stress and increase well-being for
205、 every person.However,the stress that remote workers do experience is typically driven by unclear communication and unknown expectations.The best thing managers can do for their remote employees is create an outline of what they believe every remote and on-site employee needs to have in order to be
206、and feel successful in his or her role.This outline is often different than what is reflected in a job description;rather,it includes the expected goals and objectives for the role.The next step is to note any gaps between current tools and processes and what is necessary to ensure success in a remo
207、te role.From here,its important to reestablish a communications expectations.How often will the manager communicate with the employee?Is the culture one in which an employee can freely approach his or her manager to ask questions or discuss challenges if and when necessary?Identifying potential pain
208、 points,developing resources and then training employees accordingly will go a long way in reducing workplace stress and anxiety.Otherwise,employees and managers will make many assumptions about expectations,process,tools and communications which is where stress and anxiety can quickly take unwanted
209、 root.HOW TO AVOID PERSONAL AND PROFESSIONAL ISOLATIONThe topic of isolation is popular among remote employees and managers alike.The concern is that remote workers,especially those who work mostly or completely from home,may isolate themselves,to the detriment of their social well-being.While this
210、isolation happens for some people,it is important to note that the workplace is full of individuals who have different social expectations,preferences and tendencies.Is it a managers job to focus on employees levels of personal isolation?No,but managers can minimize professional isolation by making
211、the effort to check in with employees;set expectations for the level and frequency of communication;and hold meetings,whether one on one or with the full team,via video conferencing.3 Remote Workplace Frustrations and How to Approach ThemTraining in the Future of Work|202036These strategies are fant
212、astic ways to build a stronger platform for professional connectivity at your organization.HOW TO AVOID DIFFICULTY DISCONNECTING FROM WORKAdvances in technology often make it more difficult to disconnect from work.From smartphones to apps and tablets to smart watches,there are a million ways to acce
213、ss the workplace digitally.However,everyone whether working remotely or in the office needs and is entitled to time off and an idea of what constitutes the end of the workday.Although a manager cannot control what employees do on their off time,training and communication are paramount in promoting a
214、 healthy work/life balance for each employee.To help their employees disconnect,managers can:Communicate their expectations for work time and the structure of a workday.Create policies on working or sending emails after standard work hours.Train their employees on the negative effects of working too
215、 much and not enjoying personal time.These solutions are easy to implement with a little bit of time and effort,but they become much more difficult when theyre used reactively to navigate a situation that has already gone awry.The remote workplace is here to stay and so might its challenges and stru
216、ggles,if organizations dont consider them in their management and training.It may take additional time and effort up front to establish new tools,policies and training,but the benefits of doing so far outweigh that cost and the time it will take also far offsets the time it will take to try to solve
217、 problems in real time with no tools,no policies and no training.Customize your free subscription to receive related content.3 Remote Workplace Frustrations and How to Approach Them“Training and communication are paramount in promoting a healthy work/life balance for each employee.”Training in the F
218、uture of Work|202037Humans are messy,and managing them is complicated.Even the most professional managers can be hijacked by destructive emotions,negative thoughts,and impulses that lead to regret and distress.Conflict,misunderstand and lack of integrity erode team trust.A single outburst can perman
219、ently damage relationships.We are relying on outdated biological hardware in an upgraded environment.Our primal“freeze,fight,flight”responses hamper productivity and performance.Managers are appointed by other managers rather than being self-selected by teams.They dont always win the hearts of the p
220、eople they lead.People management is learnable,but affiliative leadership and empathy take years to develop.Founders and chief executive officers are often dynamic and inspirational leaders,attracting people to companies with bold visions of the future.The subsequent employee experience might be les
221、s inspiring,especially when its buried beneath layers of bureaucracy.AGILE DREAMSIn the quest for agility,many organizations have gutted top-heavy management hierarchies in favor of flat structures,where small groups self-organize around clear objectives.Some companies take this approach even furthe
222、r,introducing“holarchy,”where all parts are integral to the whole.Is it perfect?Of course not,but no system ever will be.Its apparent that the workplace of the future features increasingly matrixed teams,flexible and remote working arrangements,and overhauled workspaces.Organizations encourage indiv
223、iduals to become self-leaders owning products,services or at least their performance.Instead of management,the need is for support in the form of clarity,digital minimalism and pattern recognition,so that human workers can be both creative and productive.THE DRIVERLESS TEAMWe hear all about driverle
224、ss trucks and cars,whose artificial intelligence(AI)makes critical decisions based on real-time variables in order to reach defined destinations The Future of Work:Driverless TeamsBradley Hook is a partner at the Resilience Institute and founder of Tech Wellbeing.His new book,“Resilience Mastery,”wa
225、s published in January 2020.Training in the Future of Work|202038as quickly as possible.This AI performs within several complex parameters,including road etiquette,traffic regulations and resource optimization.What about the driverless team,where artificially intelligent workplace navigators coach h
226、uman workers toward objectives?The workplace navigator need not be a humanoid robot overlord sitting in a corner office.It would be a discrete and responsive chatbot residing in the corner of our screens.Remember Clippit(popularly known as Clippy),the Microsoft Office assistant of the 1990s?The work
227、place navigator would be nothing like it.As part of the company onboarding process,employees would design their assistant,and the assistant would adapt to them.May I introduce Nav,the workplace navigator of 2025*.A GLIMPSE INTO YOUR FUTUREIt is 6:45 a.m.,and Nav plays a soothing tune from the phone
228、beside your bed.It let you sleep in,because it read heart rate variability data from your smartwatch that indicated that you might be getting sick.It is,of course,correct youve had a scratchy throat for two days now.Nav asks if youd like to meditate this morning,and you say,“No.”After your morning a
229、blutions,Nav lets you know that theres no need for your physical presence in the office today.Your sickness is a risk factor for the rest of the team,and youd be better off taking it easy.Nav has made the necessary calendar adjustments for your presentation at 2 p.m.,allocating a meeting room for yo
230、ur colleagues that has videoconferencing facilities.Theres no need to check your email;Nav has done it all.Its assigned pressing tasks to colleagues who have sufficient energy and time capacity.There is only one item that requires action,but Nav asks if you would first like to grab an Uber paid for
231、by your company to your favorite health food cafe.How can you refuse?Nav suggests a green smoothie and plays a podcast as you drive.The podcast is inspiring,featuring success stories from a business leader you admire.The Future of Work:Driverless Teams“Organizations encourage individuals to become s
232、elf-leaders owning products,services or at least their performance.”Training in the Future of Work|202039By the afternoon,youre feeling fresh,and your WorkPod a company-provided remote workstation with custom ergonomics connects you in high resolution to your colleagues.Nav takes notes and assigns a
233、ctions to each attendee after the meeting.It also updates the project plan and feeds it into the Hub,an intelligence dashboard your executive team uses.The executives dont use Nav;their view is an integrated dashboard populated with panels showing progress,profit,risk,health and other metrics.Of int
234、erest to the executives today is the low team coherence scores and disrupted sleep across the sales team.The Hub presents two possible causes:Bens birthday drinks an event listed on Facebook and confirmed via staff geolocation or a potential rhinovirus infection(interaction patterns suggest a likeli
235、hood of 72%).A GLIMPSE INTO YOUR ORGANIZATIONS FUTUREIn the workplace of the future,employees are sacred.They are valuable and expensive resources employed to solve problems and accomplish tasks for which AI is not ready.Their onboarding process includes a detailed health assessment,whole genome seq
236、uencing and microbiome analysis.Testing includes identifying their distress thresholds using galvanic skin response and heart rate variability.It also uses fMRI to determine optimal performance zones,and biofeedback meditation sessions appear in employee schedules automatically.Workers complete regu
237、lar mental fitness check-ins with their workplace navigator(i.e.,Nav),which computes warning signs in real time and sends alerts to the human resources(HR)team or employee assistance program(EAP).Is the AI tracking keystrokes and inadvertently training itself for a future where employees are not nee
238、ded?Perhaps.Humans may eventually become bot operators,providing a set of hands near but not on the wheel.There certainly will be testing comparing the human workforce with the AI workforce.While the human workforce may score lower in customer satisfaction,theyre probably more fun to have around and
239、 will inject a cultural component that Nav doesnt yet grasp.The Future of Work:Driverless Teams“Employees are valuable and expensive resources employed to solve problems for which AI is not ready.”Training in the Future of Work|202040THE BENEFITS OF USING AI ASSISTANTS AS MANAGERSThere are several b
240、enefits to having a workplace navigator:Across the organization,everyone receives consistent guidance in meeting objectives.The workplace navigator filters company values,vision and goals to the individual level and can flag every directive for review by the executive team.A single technology platfo
241、rm to drive all others:Nav is your calendar,your messenger,your assistant and your to-do list.Intelligence:Nav dynamically proposes tools and mental models to help you address challenges.Rhythm:Nav creates daily routines to align with your own ultradian rhythm balancing focus,flow state and rejuvena
242、tion.Exportability:Individuals can export Nav from employer to employer,saving personal preferences and biometrics across a working lifetime.WHAT HAPPENS TO MANAGERS?The workplace navigator model encourages a shift toward coaches,advisers and mentors.Need to improve your emotional intelligence?Regis
243、ter for the upcoming workshop.Having financial issues?John is offering one-on-one mentorship as part of his development plan.Want to work on technical skills?Nav is ready with micro-credentials on demand.Business magazines and leadership schools might balk at the prospect of AIs displacing middle ma
244、nagement,but this future may not be as bad as it seems.People are burning out under the pressure of overwhelming information density.Its time for technology to make life simpler.*Nav does not exist.Customize your free subscription to receive related content.The Future of Work:Driverless TeamsTrainin
245、g in the Future of Work|202041Its 2020,and the internet is abuzz with talk of the future of work.Most of the people“in the know”are talking about artificial intelligence(AI)and soft skills.The problem is that in order to know what we should focus on when it comes to training content,we need data.In
246、fact,Id say that the future of work is storytelling with data.Good business decisions start with good data.A manager says his or her department has a training problem,and the first thing we do is gather data.How else would we know whether or not training can solve the problem?We know that whatever t
247、he solution is,it has to be aligned to business outcomes,budgets and target audiences.We know that data is necessary,but many of us are data-averse.We ask the right questions and receive good data,but do we know what to do with it or how to influence our business leaders with it?The best thing we ca
248、n do is learn to tell a compelling story,because if we do it well,we can say“no”to something that does not need training,receive additional tools and resources,and turn out top-notch and cost-effective products.What do we need to know in order to obtain the data we need to tell our story?We need to
249、be closer to the business and answer the following questions:1.WHAT DOES THE BUSINESS NEED PEOPLE TO DO,AND HOW DOES IT MEASURE THESE ACTIVITIES?Is the business using key performance indicators(KPIs),customer satisfaction scores,business outcome information,engagement or turnover data,or something e
250、lse entirely?When standards exist,we know that training was successful if the KPI bar moved in a positive way.We must ask questions related to the insights we are trying to gain so we can be sure that the information is tied to training.This data will enable us to tell an effective story.2.WHAT QUES
251、TIONS DO WE NEED TO ASK?If we are the people collecting data or developing the questions,we must make sure The Future of Work Is Storytelling With DataLoren Sanders is a senior adviser of learning and communications on the strategy team at CVS Health.She is also an adjunct faculty member at Lake For
252、est Graduate School of Management,where she teaches organizational communications and strategic talent management.Training in the Future of Work|202042that they are specific and have actionable answers.For example,instead of asking,“How can I help customer service representatives increase their cust
253、omer satisfaction rates?”,we can ask,“What are the behaviors that enable our customer service representatives to answer calls quickly and effectively?”Asking good questions helps create a roadmap that is easy to follow.The questions we ask will help us create a compelling data story.3.WHERE DID THE
254、DATA COME FROM?Did we use surveys,data analytics provided by the team or teams,financial data,or program analytics?Once we know where the data came from,we need determine if it is relevant to the questions we asked.If not,we need to rethink our approach and the questions we ask.Once we gather the in
255、formation,we deliver it as a story by conveying it visually in a way that influences the audience to gain specific insights.This process should be second-nature to the instructional designers on our teams;after all,they tell training stories using visual information and infographics every day.But th
256、is skill is learnable if and when we understand the data.We can approach this process without developing data anxiety by reframing our thinking to an instructional design growth mindset.Here are some tips:FIND THE NARRATIVE:HAVE A BEGINNING,A MIDDLE AND AN ENDIn the Beginning Consider the audience a
257、nd their preferred style of communication(e.g.,do they prefer bullet points or detailed descriptions?).Use a“hook,”like talking about an“Aha!”moment and the interesting information that lies within the data.In the Middle Is the audience supposed to learn something?What do they already know?What are
258、the facts,and how do they connect to each other?The Future of Work Is Storytelling With Data“Good business decisions start with good data.”Training in the Future of Work|202043 Does the data answer a question?Take the audience along on the journey of discovery.Explain with visuals,and use a compelli
259、ng voice to tell the story.Tell the truth without bias;tell the audience what the data,says not what you wish it said.Provide context,including comparisons to benchmarks or industry standards.In the End What should people learn or walk away with?What question(s)does the story answer?DESIGN WELL USIN
260、G SIMPLE ELEMENTS AND AS FEW SLIDES AS POSSIBLE Use different representations of the data,like multiple clustering or confidence intervals.Change scales and colors like your instructional designers do with training content.Edit often;it doesnt matter how pretty it is if it does not tell the right st
261、ory.At the end of the day,when we understand the data and what it means,we will no longer have data anxiety.We will have a story to tell that will improve our credibility and make an impact.Customize your free subscription to receive related content.The Future of Work Is Storytelling With Data“At th
262、e end of the day,when we understand the data and what it means,we will no longer have data anxiety.”Training in the Future of Work|202044From virtual reality(VR)and augmented reality(AR)to digital assistants and virtual coaches,numerous innovative technologies have already made waves across the lear
263、ning and development(L&D)field as we move toward the future of work.One emerging trend,however,raises questions about what the future means for data security,privacy and personal boundaries:implanting microchips into employees skin.WHAT IS A MICROCHIP?A microchip,commonly referred to as a chip,is a
264、radio frequency identification device(RFID)about the size of a grain of rice.When implanted,employees can unlock doors,log into their computers and even purchase snacks from the vending machine down the hall with just a wave of the hand.Some organizations have started giving employees the option to
265、be chipped,including Three Square Market,a Wisconsin-based technology company,that made national headlines after microchipping nearly 100 employees in 2017,and Epicenter,a Swedish start-up that has microchipped an estimated 150 employees since 2015.BioTeq,a Swedish firm that implants microchips into
266、 both individuals and other organizations employees,fitted 150 microchips in the U.K.as of 2018.While still emerging in the enterprise market,RFID technology isnt anything new:People have long used microchips for everything from identifying lost pets to tracking medical information.Lets consider the
267、 pros and cons of microchipping employees and how training can address privacy concerns for an ethical chipping process.BUSINESS BENEFITS OF THE MICROCHIPThe primary purpose of RFID implants is unique identification,says Joel Beasley,chief executive officer and founder of LeaderBits.io and host of t
268、he“Modern CTO”podcast.“We put a chip into us and we scan it,and the system can pick up on who we are.”For this reason,Beasley says microchips most benefit industries that require frequent authentication.Microchipping Employees:A Rising Trend in the Future of Work?Sarah Gallo is an associate editor a
269、t Training Industry,Inc.,and co-host of The Business of Learning,the Training Industry podcast.Training in the Future of Work|202045A Device Plus article explains,“A multi-factor authentication approach using a PIN code and a security microchip is one way to stay a step ahead of hackers.”Although“de
270、termined hackers”may still decide to use a microchip implant to attack a secure facility in person,Beasley says this scenario is unlikely,as the risk of being caught is much higher.Microchips can also reduce health care costs for employers by tracking factors such as sleep duration,blood pressure an
271、d activity levels.With this information,microchips can make recommendations on how employees can improve their health,says Dan Lohrmann,chief security officer and chief strategist for Security Mentor,Inc.,and author of“Virtual Integrity:Faithfully Navigating the Brave New Web.”While microchips will
272、likely yield more business benefits as they evolve,he adds,in terms of reducing health care costs,the benefits are already in full swing.MANAGING PRIVACY CONCERNSTheres a“light side and a dark side”to microchipping employees,Lohrmann says.Even if there are privacy protections and a clear policy in p
273、lace,in rare cases,hacking can still happen.Theres also no way for employees to know when their microchip has been scanned,Beasley says.“You could walk through a scanner and not even know youre walking through it.”According to a report published in I/S:A Journal of Law and Policy for the Information
274、 Society,both government and private-sector organizations must be aware of the fact that RFID chips have the potential to leak private information,without a persons consent,to anyone with an RFID reader.Learning leaders should make this information clear in training materials to ensure employees und
275、erstand of the potential risks of microchipping.To keep data protection top of mind,Lohrmann says,“The steps you would take are certainly the same steps you would take from a cybersecurity perspective:Have a clear privacy policy,and communicate clearly to the employees what will and will not be done
276、 with their data.”Currently,organizations cannot require employees to be microchipped;they can simply offer it as a possibility if their staff have a use for it,says Steven Northam,Microchipping Employees:A Rising Trend in the Future of Work?“When implanted,employees can log into computers and even
277、purchase snacks from the vending machine with a wave of the hand.”Training in the Future of Work|202046founder and CEO of BioTeq.However,some fear that what is voluntary now will become mandatory in the future.To ease these concerns,organizations must“clearly communicate and build trust,”Lohrmann sa
278、ys.To remain transparent,learning leaders should provide training on what microchips are and,more importantly,how the organization plans to use them.They should also educate employees on the implantation procedure,which Beasley says typically involves implanting a microchip in a needle and then inje
279、cting it into the skin intravenously.The entire process takes around 20 minutes and should occur in a sterile environment,which Northam says is critical when performing any procedure that breaks the skin.Some employees may want to remove their microchip after deciding to leave their organization.Loh
280、rmann says that although the chip is“fairly easy”to remove,it still requires someone to cut it out of the hand.“No doubt,in the future,there may be easier ways to remove chips,”he adds.Organizations should also be aware that when chipped employees leave,they can“bring data with them,”Lohrmann adds.I
281、f microchips become interchangeable in the future,and employees can clear their chip when they switch employers,it may not be an issue.However,as of now,“There are certainly major privacy and security concerns,especially if sensitive data is stored”on the chip.By communicating potential security ris
282、ks,outlining the implantation procedure and educating employees on how the organization plans to use their implanted microchips,learning leaders can do their part in ensuring an ethical microchipping process.FUTURE PREDICTIONSWhen implanted in humans,microchips capabilities are still largely unexplo
283、red.Beasley,who has two RFID chips(one to pick up his daughter from day care and one to enter his office building),predicts they will be able to“consolidate”in the future.In other words,he explains,people will have a personal chip that they can register at multiple places,such as their office buildi
284、ng,childs day care,gym or anywhere else Microchipping Employees:A Rising Trend in the Future of Work?“To remain transparent,learning leaders should train on what microchips are and how the organization plans to use them.”Training in the Future of Work|202047they regularly visit that requires unique
285、identification.“It will just be that one chip registered everywhere thats the advancement of it,I think,”Beasley says.Lohrmann also sees microchips evolving in the future,predicting that they will become adaptable with other innovative technologies,such as the internet of things(IoT)and artificial i
286、ntelligence(AI).As RFID technology advances,and more organizations give employees the option to be chipped,learning leaders should be prepared to address privacy concerns through open communication and training on both the“light side”and“dark side”of microchipping so that organizations,and employees
287、,can determine if the chip is for them.Customize your free subscription to receive related content.Microchipping Employees:A Rising Trend in the Future of Work?Training in the Future of Work|202048The future sales world will see artificial intelligence(AI)and automation assume a major percentage of
288、administrative and data-related tasks the non-sales activities that limit reps time to actually sell.Greater sales enablement capabilities,such as software predicts the likelihood a buyer is ready to move forward through textual analysis,will,likewise,make artificial intelligence a more valuable ass
289、istant to sales reps.However,humans are still necessary in the changing sales world,because only humans can detect,adapt and respond to emotional states and what others say and do.Consequently,soft skills including emotional intelligence and conversation skills will become the primary areas of focus
290、 in sales training.Specifically,the following five topics will be paramount:1.EMOTIONAL INTELLIGENCE AND EMPATHYBeing able to recognize both your own emotions and the emotions of others is a necessary skill in any profession that deals with other people,including sales.When a salesperson can identif
291、y,for example,that a customer is holding on back an objection thats bothering them perhaps one that they dont entirely realize themselves it can help them gently and carefully uncover and resolve that issue.2.COMMUNICATION STYLESEveryone has a distinct,preferred communication style in a given situat
292、ion whether its expressive,cautious and skeptical,business-oriented,or visionary.A key element of connecting with buyers is recognizing which style they prefer and adapting ones own communication style as much as possible.Sales Training of the Future:Emotional Intelligence and Conversation SkillsNic
293、k Kane is a managing partner at Janek Performance Group.He has trained more than 15,000 sales professionals worldwide and co-authored the book“Critical Selling:How Top Performers Accelerate the Sales Process and Close More Deals,”(Wiley Publishing).“A key element of connecting with buyers is adaptin
294、g ones own communication style as much as possible.”Training in the Future of Work|2020493.THE ABILITY TO KEEP THE SALES PROCESS MOVING FORWARDIt can sometimes be easy for a conversation to veer off track,down a road that has nothing to do with the purpose of the meeting.While salespeople should all
295、ow some slack to help build rapport and the relationship,both they and the buyer are busy people taking the time to engage in a sales conversation.While it might be fun to talk about how their mutual favorite sports team is going to do in the upcoming season,salespeople must be able to skillfully re
296、direct the discussion back to the topic at hand.4.RAPPORT-BUILDING SKILLSKnowing how to build relationships with buyers is one of the most important sales skills today,and it will become even more important for sales reps in the future.Its a knowledge deficit that AI has a long way to go to overcome
297、,and in many ways,it is the capstone that comes once reps have mastered the three previous soft skills.5.ACTIVE LISTENING SKILLSOne of the critical soft skills especially in discovery is active listening.Sales reps need to learn how to pay attention to what buyers are saying out loud and what theyre
298、 saying nonverbally.That means being able to interpret those inputs and use that information in their responses,including by mirroring the buyers precise language and word choices.While these subjects are general,customization to your sales organization,your industry and your target markets will sti
299、ll be essential in maximizing training return on investment(ROI).After all,the contours and content of conversations vary from vertical to vertical and culture to culture both in terms of geography and business sectors(the tenor and language of banking varies significantly from that of manufacturing
300、,for example).Likewise,the concerns,objectives and potential obstacles will change depending on both the buyer and the seller.Regardless of changes in the sales landscape or shifts in sales training content and objectives,reinforcement of new skills through coaching and other methodologies,Sales Tra
301、ining of the Future:Emotional Intelligence and Conversation Skills“Sales reps need to learn how to pay attention to what buyers are saying out loud and what theyre saying nonverbally.”Training in the Future of Work|202050such as gamification,will also be necessary to translate those skills into long
302、-term behavioral changes.When you examine these five key conversational skill areas,you can see that they all point to fostering and nurturing relationships.With comparatively few points of product differentiation in the global marketplace,its the relationship that often ultimately makes or breaks t
303、he deal.While artificial intelligence will certainly assist sales reps on the technical and informational side of things,its these soft skills and the overall relationship-building mindset that will remain sales professionals most valuable traits and the ones that sales training of the future will e
304、mphasize.Customize your free subscription to receive related content.Sales Training of the Future:Emotional Intelligence and Conversation SkillsTraining in the Future of Work|202051In stark contrast to previous holiday seasons,I spent an inordinate amount of time in deep reflective thought this year
305、.I wasnt alone on a mountain top in a white robe imitating the“Mountain Dew Guy”or anything far from it.I was typically off in a corner during one festive occasion or another quietly taking in every moment,movement or bodily function of the three grandchildren who were born into the family during 20
306、19.As I supportively lurked in the background,it was impossible not to conjure up multigenerational memories of“Christmas past”while observing“Christmas present”:I(and a few other aging Boomers around me)was born into a world with no microwave ovens,dishwashers or trash compactors.My“kids”(somehow,n
307、ow,parents)were born into a world that had just introduced fax machines and was experimenting with personal computers and something called a cell phone.My grandkids were experiencing their first impressions of the world by actively observing a dozen or so adults sending and receiving live pictures a
308、nd video to and from distant relatives while barking instructions to Alexa(or maybe it was Siri)to play different music,turn up the oven and dim the lights.There is nothing like a cheerful holiday celebration to effectively demonstrate the transformative impact technology,in general,and artificial i
309、ntelligence(AI),in particular,is having on everything.You cant help but think about the potential implications for“Christmas future.”As I see it,technology has always existed to help anybody who was interested perform any number of tasks better and faster.In spirit,you could suggest that it all star
310、ted a little over 100 years ago with Frederick Winslow Taylor;the Industrial Artificial Intelligence and Leadership Development:Potential Risks and Potential BenefitsSam Shriver is the senior vice president of commercial operations and product development at The Center for Leadership Studies.“Somewh
311、ere along the line,the waves of technology-driven change started crashing the shoreline well beyond the retaining walls.”Training in the Future of Work|202052Revolution;and an ongoing,never-ending commitment to production efficiency.In that regard,there was a time,if you were in the business of lead
312、ership development,when you felt immune to any potential threat imposed by this efficiency evolution.No matter how automated or well-organized a production line became,there was always going to be a need and a place for leaders and the training professionals who taught them how to effectively influe
313、nce right?Somewhere along the line,the waves of technology-driven change started crashing the shoreline well beyond the retaining walls we in leadership development had firmly established(primarily to ensure our own stability).Now,here we are,with artificial intelligence!AI is a computer system that
314、 learns from the experiences it encounters.Its sort of like an ongoing,never-ending algorithm that automatically updates.It mimics human reasoning,and,based on countless examples along an ever-expanding spectrum that has long transcended production efficiency,it can mimic beyond your wildest imagina
315、tion!At this point,that expanding spectrum most assuredly includes leadership training.For your consideration,here are a few potential risks and benefits associated with leveraging AI to build leaders.POTENTIAL RISKSLeaders Who Quit ThinkingLeaders are thoughtful people;they always have been.They se
316、e things the rest of us dont see,primarily because they incessantly ask“why”(especially when things dont go according to plan).Can AI work effectively in concert with contemporary and future leaders to go from“good to great”?Absolutely.By the same token,the better human development-focused AI become
317、s,the higher the risk that the best and brightest among us will stop searching and start settling.Extinguishing(or Diminishing)Emotional IntelligenceHow many uber-talented poets,lyricists or authors throughout history have figured out a way to eloquently describe the power and potential embedded in
318、human emotion?(Spoiler alert:Many!)In the“for what its worth”category,here is one of my favorite soundbites on the topic:Artificial Intelligence and Leadership Development:Potential Risks and Potential BenefitsTraining in the Future of Work|202053“I may well forget what you said,or even what you did
319、,but I will always remember how you made me feel”(Anonymous).Again harkening back to the days of Frederick Winslow Taylor,people who tend to rely(almost exclusively)on analysis tend to discount emotion.When it comes to leadership,however,the data confirms strong correlations between human emotions a
320、nd outcomes like productivity,engagement and the retention of key talent.No matter how many human experiences a computer system absorbs and how well it mimics human reasoning,there will be unintended consequences associated with relying on an algorithm to elicit the kind of unexplainable emotion tha
321、t makes human beings human.POTENTIAL BENEFITSEnhanced DiagnosisThe flip side of the first risk(leaders who quit thinking)is that we can leverage AI to enhance the diagnostic capability of leaders,providing them with much higher probabilities of success.When a leader can incrementally define and arti
322、culate a specific task,it becomes far less challenging to assess the readiness of the follower in question to successfully perform it.This approach increases the likelihood of a leadership style“match,”accelerated development and the achievement of targeted outcomes.Imagine a world where leaders at
323、all levels could have access to an algorithm fueled by the countless experiences of the people who went before them.Without a doubt,it could reduce the leadership learning curve in a manner that would benefit us all.Anytime,Anywhere Access for PracticeLeadership is complicated by nature in large par
324、t because people are complicated.Sometimes,you can exercise a well-constructed plan perfectly,and it blows up in your face.Other times,you can wing it,convinced you are about to fail miserably,and all the pieces of the puzzle somehow made their way into place just in time.Artificial Intelligence and
325、 Leadership Development:Potential Risks and Potential Benefits“Leadership is anything but an exact science.It is a probability science.”Training in the Future of Work|202054As such,leadership is anything but an exact science.It is a probability science.Those probabilities skew in a leaders favor if
326、they have effectively diagnosed the situation and accurately assessed the ability and willingness of the people they will be attempting to influence.They skew even further the more the leader can practice the attempt to influence and receive targeted feedback over and over and over again.Simply stat
327、ed,AI can help leaders practice leadership.Its like they are an aspiring pilot in a flight simulator somewhere safely on the ground.Theyre getting a sense for what its like to be up in the air before they actually are.You can program your leadership simulator with particulars about the situation and
328、 the task as you have defined it,as well as specifics about the person a leader will be attempting to influence(e.g.,level of experience,time with the company,personality,etc.).As is the case with just about anything,practice does not make perfect perfect practice makes perfect.And AI is a tool with
329、 unlimited potential to augment any leadership training event by providing unlimited opportunities for perfect practice,feedback and skill enhancement.I,for one,am looking forward to“Christmas future”in so many ways!I do leadership training for a living,but the leaders I am most interested in will b
330、e huddled around our tree again in 11 short months.I wonder if any of this influence-focused AI leadership stuff could help any of them or,perhaps,even me!Customize your free subscription to receive related content.Artificial Intelligence and Leadership Development:Potential Risks and Potential Bene
331、fitsTraining in the Future of Work|202055Online training is well established.Whether its a how-to video,open and free courses,or closed and paid courses,many people are regularly learning online.In the future,online training will expand into virtual reality and augmented reality(VR/AR),and we will c
332、omplete even more training on our phones than we do now.One of the most underappreciated aspects of the future of online training is accessibility.ACCESSIBILITY IS THE LAWWhile all the legal questions are not fully settled(there are currently several high-profile cases being heard),U.S.courts have i
333、ncreasingly held that there are federal and state legal obligations for organizations to make their digital content(including online training)accessible to people with disabilities.Sadly,online training and the internet in general isnt there yet.In February 2019,the web accessibility advocacy organization WebAIM conducted a survey of one million websites and found that 97.8%of websites failed to m