IIM ROHTAK H U M A N E - R CLUB P re s e n ts
H R BULLETIN VOLUME 32
humane.r@iimrohtak.ac.in
HUMANE-R|VOLUME32
HR BULLETIN
Real-time learning: How L&D can drive change In an exclusive session with L&D professionals, Sampada Inamdar, VP and Chief Learning Officer, Anand Group India talked about how L&D leaders and professionals can help organizations learn, adapt, and thrive.
As the conversation to cement remote work into permanent working arrangements gains momentum across the globe, organizations must be ready to make radical changes in how they function. An important aspect of this change will be how leaders enable effective learning across the organization. We take a closer look at how learning practitioners can drive this change. The current decade will witness significant changes in how we work and live owing to the advancements made in automation, digitization, big data analytics, cybersecurity, and machine learning. These technologies will change the way industries like IT, healthcare, energy, transportation, and entertainment interact with their customers. The COVID-19 pandemic has bolstered the speed of adoption of these new-age technologies. As a result, we are likely to witness the following broad disruptions and challenges over the coming two decades:
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- Shifting economic power: The increasing power yielded by developing nations and the emerging markets that they contain will reorient the existing economic influence exerted by Western countries. An estimated 2.4 billion individuals are expected to become a part of the middle class only in South Asian nations by 2030, which means a change in global consumption patterns. - Accelerating technological change: We are already in the midst of rapid technological change to businesses and entire industries. These changes will redesign how we interact with each other, our workplaces, and companies worldwide. The expansion of digital services, which have primarily been in the e-commerce and entertainment industries, will now force other traditional businesses to change. The corporate and social sector is also adequately adapting to these new realities. - An aging population: Significant portions of populations in many countries will leave the workforce and require support. Many nations will see the aging generation overtaking the younger one, thus, overwhelming their economic and social systems. In other words, the demographic dividend of countries will become a new form of power and currency across the world. - System-wide transformation: Along with the above changes, the very foundation of what constitutes an organization will change. The average tenure of companies will decline (but that of startups will increase), and the role they play in people’s lives will change. Individuals will not be able to obtain employment security by working in one organization for extended periods, and the very concept of fixed and full-time employment might change. Flatter and matrix-based structures in organizations will change the terms of employment, and a majority of people might have to work as consultants or gig workers for multiple companies. In this context, the skills and demands that organizations have from people will also change. Like we have witnessed over the past few months, the focus will continue to be on extreme longevity, globally-connected collaborations, new media ecology, and integrating digital tools with our processes. These transformations will require individuals to be skilled in an interdisciplinary approach, as the concept of being a single-domain expert will become obsolete. This will give precedence to the ability to integrate learning experiences and expertise with its application and using a design mindset to build user-centric solutions and interventions. Naturally, skills like critical thinking, advanced problem solving, analytical reasoning, and cognitive and social competence will be essential as well. How L&D needs to recalibrate: In order to help the business world navigate these challenges, L&D leaders and practitioners will have to relook at who their learners are, what their preferences are, how the organizational structure looks like, and how they can help the overall business evolve. Until now, the L&D function has been the custodian of learning while operating as a separate entity within the company; in the future, these structures will become decentralized. In other words, L&D leaders must help their organizations identify the challenges they are facing and ascertain their own contribution in solving them. This might require us to redesign the fundamental concepts of L&D; for example, would RoI be the best metric to measure, and if not, then how do we measure success? Some of the key L&D priorities that were highlighted in a recent Skillsoft study indicate..
Read more at: https://www.peoplematters.in/article/trainingdevelopment/real-time-learning-how-ld-can-drive-change-28369
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Embracing agility: The importance for business and leadership With technology now being the enabler and backbone of the emerging hybrid workplace model, the importance of having agile teams that can seamlessly collaborate both remotely and in a physical workplace is critical. One essential component for organizations seeking to propel their business forward in today's rapidly changing environment is creating a culture of agility. But to transform into an agile enterprise requires tweaking the DNA of your organization. Not just one function, but every part of the organization needs to embrace it with open arms. Much like the need of the hour, adopting an agile culture has led many organizations in the time of COVID-19 to improve their delivery, speed, and overall customer satisfaction. The new normal demands embedding agility into every aspect of a business to reap the many benefits that come with it. According to the “Mastering Leadership Development for a Digital Economy� research report, 98% of participants agreed that leaders must drive innovation for their organization to be successful. So, how can you achieve organization- wide agility and reap the benefits in the hybrid workplace? Let us explore. Understand that it takes time When agile practices are in place, organizations can quickly roll out products and services while adapting to evolving customer and market changes. In software development, the agile framework uses an iterative development process that encourages constant communication, close collaboration, and flexibility. But the reality is, to achieve enterprise-wide agility, you need a 100 percent commitment and leaders with an agile mindset. That commitment takes time to build across every function and every team member within your organization. For instance, take the concept of discussing successes and misses, which is an essential agile practice. Your team members might not be comfortable right away to openly express what could have been done right or the team leader would be hesitant to accept such open interactions. To overcome this, leaders must provide..
Read more at: https://www.peoplematters.in/article/trainingdevelopment/embracing-agility-the-importance-for-business-and-leadership28357 4
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CGI's Reskilling Journey - Lessons on designing a future skills roadmap Preparing for the future is a journey that’s riddled with uncertainty. Here’s how CGI defined a strategy and partnered with leading industry players to align skills and map careers by leveraging technology. Before the COVID19 pandemic transformed business operations, CGI, an IT and business consulting major, embarked on a journey to re-align skilling priorities to the company’s future business outlook. As part of this roadmap – the company migrated to an improved learning experience platform, CGI Academia, using Skillsoft. Secondly, the company partnered with NASSCOM to further accelerate their reskilling– this initiative identified ten emerging technology skills and two methodologies that would be business-critical. “The Human Capital Strategy (HCS) Programme for reskilling was business-sponsored and supported by the Learning & Development function,” said Anil Santhapuri - Director of Learning and Development, Asia Pacific Global Delivery Centers of Excellence - CGI “Growing consumer and citizen demands has increased pressure for organizations to launch innovative digital products and services. Investing in our professionals and allowing them to gain requisite skills in designing, building and implementing innovative solutions using digital technologies is part of CGI’s commitment to drive value for its clients and professionals.”, said Rakesh Aerath, Senior Vice President of CGI’s Asia Pacific Global Delivery Centers of Excellence, who also leads this initiative. At CGI, the L&D team primarily focused on driving curated learning on a three-part mandate: 1) Reskilling and upskilling with the goal of meeting the need for emerging technology skills. Annually, the company engages over 1,000 business and IT executives to gather perspectives on trends affecting their enterprises and how technology needs are evolving. 2) Graduate transformation – which is aligned to meeting the skilling needs of fresh graduates joining the workforce. 3) Diversity and inclusion as a central pillar in administering and achieving the company’s D&I goals. As the upskilling and reskilling priority took shape, the company worked with partners..
Read more at: https://www.peoplematters.in/article/talent-management/cgisreskilling-journey-lessons-on-designing-a-future-skills-roadmap-28356
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Building a culture of innovation and continuous learning Organizations thrive with the right competencies and mindset, here’s how to build a workplace culture that fosters the right environment We all know predicting the future is nearly impossible. And with the recent turn of disruptive events, it has become even harder to envision what the future holds in store. How can organizations prepare for the potential scenarios that might arise in the years to come? Well, it turns out there are ways organizations can adapt and continue to thrive in times of uncertainty and rapid change. Organizations with the right competencies and mindsets can devise new business models, expand product lines, and venture out into other growth opportunities. What sets apart some of the most successful enterprises from their counterparts is their distinct ability to provide its people with a learning culture and a platform for innovation. For an organization to successfully manage change, boost business performance, and operate with agility it must transform into a continuous learning organization. So, what is a culture of innovation and continuous learning? And what exactly needs to be done to become one? Let us take a closer look. Continuous learning organizations are the ones whose employees are engaged, motivated, and who regularly seek knowledge and improvement. Most will agree that people are the most vital resource of any enterprise. It’s a powerful combination when you have a group of them equipped with the right blend of technology, competency, and the motivation to achieve your business goals. This culture of learning ultimately enables your organization to become more agile and innovate ahead of the curve.
With learning now possible from bite-sized formats and available anytime, anyplace, organizations can empower their teams with learning content for every role in the organization. Whether in an entry-level..
Read more at: https://www.peoplematters.in/article/trainingdevelopment/building-a-culture-of-innovation-and-continuous-learning-27921
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Fuelled by Opportunity - On Adani’s culture of learning Watch this video where Dr. Malay Mahadevia, Director HR – Adani talks about what to look for while designing a strategy on digital learning, based on his experience of Adani’s business transformation journey. Digital learning today can no longer be based on a ‘made for all’ vanilla approach. It needs to account for the culture, society and external environment that the business is operating in. The second important consideration is that learning should have a strong focus on customers. There is a need for the employee to clearly understand ‘what and why’ of learning – as well as to have the ability to drive outcomes based on that learning. “You can have good seeds, but it also needs sunlight, water, and an external environment to flourish,” Dr. Malay said, while likening the process to learning. There is always a dilemma of the right process of learning – “should one learn and then work or vice versa? Active learning is driven both ways – and one should learn as they work,” he said. “At Adani, a lot of the business opportunities grew out of different business needs. Starting from a trading company to a shipping business and a power business, there was a need to exploit opportunities, learn and scale quickly. The success was rooted in passion, bias for action and a deep desire to learn,” he said. Here’s what the video covers: 1. The culture of learning at Adani 2. How digital learning needs to supplement a learning culture? 3. What to look for while shorting digital learning tools?..
Read more at: https://www.peoplematters.in/video/training-development/fuelledby-opportunity-on-adanis-culture-of-learning-27855
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