18 trends for learning organisations

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18 Trends for Learning Organisations
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HR Trends And The Opportunities For Learning
Organisations
On June 7, 2018, I gave a presentation about HR
trends and the opportunities for learning
organisations. I tried to cover 18 trends in 45
minutes, and as the beamer lost connection a
couple of times, the actual presentation time was
less. I realise it was probably a bit too much
for some people in the audience to digest, at the
end of a long and intensive conference day. For
the audience of last week, and for all others who
are interested in the subject, I prepared a
summary, that can be digested as slow or fast as
you want.
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1. Personalisation
The most important long-term trend, in my view,
is personalisation. It is related to the employee
experience. I have also labelled this trend From
Please the boss to Employee Intimacy. Do
organisations really take the effort, to get to
know their employees (and other people, who are
not necessarily on the payroll). What do people
aspire? What are their capabilities, what do they
want to learn? Generally, organisations do not
take a real effort. In the two pictures below, I
try to outline some elements of personalisation,
in relation to learning. In the old situation
groups of people (new employees, high potentials,
leaders) are treated as a group, and receive
basically the same learning intervention. Often
in a classroom, away from the real work.
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Direct Placements
In the new situation, employees (and other people
working for an organisation) are treated as
individuals. Most learning takes place on-the-job
(the lower part of the picture). Tailored to the
individual needs, a wide variety of
micro-learning solutions is offered. Of course,
when people must learn something new that will
take a considerable effort, this will happen
off-the-job, but preferably not as collective as
in the old situation.
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2. Selecting for the future
Based on research by the University of Kent,
Headway Recruitment made a nice infographic
summarising the skills that are best suited for
the (short term) future. As some of these skills
are not so easy to develop, it is worthwhile to
take them into account when selecting new people.
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3. New organisational shapes
Fior HR, and learning and development, a key
question is who do you consider to be in scope
for your activities? Only the people on the
payroll, or also all the other people who
contribute to the organisation (the flexible
workforce, students, alumni etc). When
organisations work with self managed teams, there
is an opportunity for HR to give shape to the
important role of personal coaching (see also 14,
performance consulting).
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4. From individuals to teams and networks
Teams are the main building blocks of most
organisations. Learning and development is
probably the part of HR that gives most attention
to teams (Read From individuals to networks of
teams). In some organisations, HR professionals
are transforming into agile coaches.
Organisational Network Analysis (ONA) is a
technique that can be very helpful in the
learning and development domain. For example, to
help finding specialists, who can be part of
wider learning networks. Some people who are the
go-to person in their team for specific problems,
can be very valuable in improving the
capabilities in other teams as well.
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5. From positions to roles
The slow shift has been going on for years now.
The Tayloristic organisation, where everybody has
a clearly defined and assigned job, often does
not work so well. Especially when the assignments
are not so clearly defined, more flexibility is
required. The jobs become more flexible, and
employees get the opportunity to craft their own
job, to make the best fit with their wishes,
needs and their capabilities.
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6. Micro- and macro learning
Learning content is more and more made available
in small chunks. On elearningindustry.com I found
the following definition Microlearning is a way
of teaching and delivering content in small, very
specific bursts. Microlearning is also related
to the trend from just-incase to just-in-time
learning you learn new skills and knowledge best
when you really need it and can apply it
immediately. 7. Real on-the-job training It
makes a difference if an employee must search
actively for a learning module that he or she
needs, or that the module is offered at an
appropriate moment in the workflow, based on real
time observations of the behaviour the employee.
If there is a meeting with company X in your
diary, your personal learning aid might ask Do
you want to learn more about company X?. If you
are stuck in designing a difficult Excel macro,
the Excel chatbot asks you Can I help you to
design the macro?. If you have a meeting
scheduled with an employee with a low performance
rating (the computer get this information in the
HRIS), you are offered a short module how to
deal with under-performing employees. The
solutions become even better if your individual
learning style and the level of your capabilities
are considered.
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8. The Learning Experience (LEX)
The employee experience has many facets. The
learning experience is one of them. How do
employees experience learning and development? Do
they feel an individual approach? Are the
learning activities and the learning tools
up-to-date and are current technologies used? 9.
Speed! Many HR practices were designed in the
last century, when many things were a lot slower
than today. Have you adapted and redesigned your
practices? An annual personal development plan is
probably not very helpful when it comes to being
faster. 10. Granular feedback and 11. Smart
technology Football clubs track their players
almost 24/7. On the field, during the training,
and while they are sleeping. The data is used to
give the players feedback they can use to improve
their performance. The combination of data
gathered by intelligent devices combined with the
observations of the trainers, increases the
quality of the feedback. Gathering real-time data
on the individual performance of employees is
still not widely used. There are privacy issues,
and if the data is misused by the employer the
trust of the employees goes down. Making sure the
data is only used for development can help. Using
individual trackers in the workplace will
increase, and if the organisation does not
provide them, employees will bring their own
(like the FitBit and the iWatch). Some tools that
show a glimpse of the direction learning tech
tools can take are Joonko and Rescuetime.
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12. Chatbots
Chatbots are rapidly entering the HR domain, also
in learning and development. The chatbot as the
interface between employee and learning
solutions. I see you are struggling to complete
this article? Can I help?. Onboarding solution
provider Talmundo, for example, is now providing
an onboarding chatbot. 13. Social Learning and
Working Out Loud Social Learning uses the
principal, that people can learn and change their
behaviour by observing others. With the current
technologies, you can observe many more people
than the people who are close to you in the
office. Working Out Loud is a concept (or a
movement) developed by John Stepper. The basics
you work in a transparent way, share your
knowledge, connect to other people and develop
new relationships, and learn from your new
connections. 14. Performance Consulting Especial
ly for developmental purposes, feedback needs to
be very specific. I refer to an earlier article,
Improving Performance Consulting, for more
details. I think it is too ambitious to expect
all team leaders to be able to give high quality
feedback. Maybe it is better to rely on people
who have really developed this skill. These
performance consultants can be very helpful,
especially in helping top performers to become
better.
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15. Nudging
Wikipedia defines nudging as follows Nudge is a
concept in behavioural science, political theory
and economics which proposes positive
reinforcement and indirect suggestions as ways to
influence the behaviour and decision making of
groups or individuals. Nudging contrasts with
other ways to achieve compliance, such as
education, legislation or enforcement. An
example of workplace nudging an organisation
wants to improve the collaboration between
different departments. They could have designed a
workshop Cross-functional collaboration. They
choose to redesign the office interior in such a
way (more open space, only one coffee corner per
floor etc) that the employees from the different
departments inevitably had more casual
encounters. 16. Learning Analytics and
prescriptive analytics Continuous measurement is
also the norm in the learning and development
area. Measure, measure, measure. Most
organisations are still at the first maturity
level of people analytics (reporting). Predictive
analytics and prescriptive analytics are the holy
grail for many. A nice example of the application
of predictive analytics can be found in a very
nice 2015 documentary (in Dutch) about the
protocols they use in an emergency call centre
(According to Protocol). The call center
operators must follow the protocol, that was
developed based on the analysis of many calls and
the ways accidents were handled. Some people find
the protocol a relief, for others is feels like a
strait-jacket.
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17. Fun
Working and learning can be a lot more fun. Using
gamification in learning and development is
becoming more main stream. 18. power to the
people Many learning and development initiatives
are initiated by the organisation. Often the
approach is top-down. What do new employees need
to learn? What is the knowledge we expect all the
people on this level to have? How can we
disseminate the global health safety standards?
Often the approach is not only top-down, but also
very generic. Learning solutions are designed for
groups of people, and not tailored to the
individual needs, wishes and learning styles of
individual employees. In our article 8 major HR
trends for 2018 we noted two trends that are
relevant in this context. We called them Power
to the People and From Please the Boss to
Employee Intimacy. Employees will start to look
for solutions that can help them to become
better. Not only for their current assignment,
but also for future assignments (maybe at another
employer).
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Employees will want to become more independent of
organisations, and they will take their own
initiatives. The other day, I came across an
interesting example in football. There is a
company, Your Tactical Analyst, that helps
individual players (who pay them) with a thorough
analysis of their matches, and giving tips on how
to improve their game. The players do this
independent of their club, as they feel the club
does not focus primarily (and understandable) on
their development. These types of services will
also appear more and more in the business
environment. Power to the people!
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