The World Economic Forum issued a warning in January 2020, stating, “The world is approaching a reskilling emergency. By 2030, we will need to reskill almost 1 billion people.” The underlying theme was that organizations, governments, and society must collaborate to ensure that super learning becomes a norm and no one is left behind worldwide.
This situation did not arise out of anything. Technology innovation, growing demand for new competencies, changing employee expectations, shifting labor demographics and inclusivity methodologies, updated workforce structures, and the evolving business ecosystem with all its regulatory changes have contributed to disruptions in the nature of work. More recently, the COVID-19 epidemic has prompted a rethinking of the role of Learning and Development (L&D) in organizations, as well as how they can provide learning in the short term.
Many chief learning officers and learning and development teams have realized that reskilling, upskilling, and out-skilling are the solutions to these issues, but traditional learning would not suffice.
A learning revolution is required, emphasizing the link between ongoing re/up/out skilling with the and actual work on the other. The challenge that the learning and development teams face is to plan for a super-learning future that is focused on skills and capabilities at the person, group, and organizational levels that are data-driven and integrate “learning in the flow of work” across departments and companies.
To achieve this metamorphosis, you must embark on a journey that includes multiple carefully measured phases, and the only place to begin is at the beginning. Finally, a “super” workforce emerges, resilient and adaptable to current and future disruptions.
Learning Alongside Your Regular Work
Integrating learning into the daily (often real-time) workflow and allowing people to improve throughout their lives actively would necessitate weaving development, learning, and new experiences into regular tasks.
Why is Superlearning Replacing Conventional Training Methods?
There are two types of commercial benefits delivered by changing learning. The first is driven by cost and value: maximizing efficiency through increased consistency, quality, and productivity (cost), as well as expanding opportunities that drive individual, team, and organizational performance (value). This aids a company’s full potential by enhancing strategic competencies and increasing organizational agility.
The second is a greater knowledge of workers that leads to finding meaning in work. When a company achieves purpose, the subsequent cost and value gain help the company directly (amplification) and boosts the company’s reputation (possibly attracting new talent), and builds a more purpose-driven organizational culture.
These examples of learning in the flow of work give a good business case for avoiding incidents, reducing time to execute operations, and enhancing data quality. They demonstrate how consumers are served relevant, contextualized material depending on an interaction supported by technology or application. Despite their widespread impact, these instances are isolated practices in only a few parts of a company. You can do a lot more.
How Can You Ensure a Successful Superlearning Transformation?
Scaling up learning in the workplace – to provide value to a much larger audience and in a variety of circumstances – necessitates a well-planned, well-executed learning transformation. The ultimate goal is to create a super learning environment that promotes skills-based advancement, is data-driven, and provides various employment options. However, to get there, the learning and development team will need to develop a strategy for a constantly evolving infrastructure that adjusts as the future unfolds.
To make the transition to super learning successful, companies must foresee the point at which manual duration of learning content by learning and development professionals will no longer be efficient or effective: there will just be too much content for this method. This situation is the time to have automated and digitized processes in place, as well as data and recommender models in place, and learning professionals reskilled to apply data-driven learning and development in the context of a new technology landscape.
As it methodically increases capabilities in data, content, procedure, technology, people, and culture, an entity must pass through four stages. Pull learning, in which an employee must look for and sign up for material across multiple systems, is at one end of the evolution. On the other hand, Super-learning consists of a feedback loop, content updates based on real-world situations, feedback loops, and intelligent algorithms that make it easier to find content, provide contextual relevance, and streamline editing to ensure the content matches the target audience.
The Future of Learning and Development
A learning and development team must create a new vision and a holistic plan to realize a future of learning that focuses on skills and capabilities, is data-driven, and incorporates learning into the flow of work. Designing a future-proof learning and development structure has numerous advantages, including credibility inside the company as a trusted advisor on performance issues, efficiency and effectiveness in terms of learning and development expenses and efforts, and long-term planning for expansion or innovation. Include the following four elements in a strategy that can adapt to change.
- Learning and Development Governance
- Learning operations
- Curriculum and content vendors
- Learning technology
The Upsides of a Solid Super-learning Culture
- Gains inefficiency
- Productivity increases
- Boost in profits
- Reduction in employee turnover as employee satisfaction rises and loyalty and commitment grow.
- The development of an attitude of constant improvement
- Project ownership and responsibilities for outcomes
- Leadership development at all levels, which aids succession planning
- Knowledge exchange, adaptive capacity, and a culture of inquiry (vs. knowledge hoarding)
- Individuals and teams have a better ability to accept and adapt to change.
Transforming the Existing Learning Framework
Many organizations focus on building a ‘growth mindset’ in individuals and teams rather than a ‘fixed mindset’, making a somewhat abstract concept – learning culture – much more ‘human’. People with a growth mindset feel obliged to study and apply what they’ve learned to benefit their organization and share what they’ve learned with others.
The following essential criteria should be evaluated for inclusion to effectively promote a growth mentality in employees and drive the success of super-learning.
- Ensure psychological safety: a catalyst for learning and growth
- Promote unlearning, learning, relearning
- Promote change management
Stepping Up Capabilities
The Cloud learning concept, coupled with super learning, includes learning in (digitized) work processes and settings. Today’s vendor market has platforms that provide customized, socialized, monitored, authenticated, and contextualized online interactive material and skill-building trips. These tailored microlearning solutions are based on insights from various skills, learning, and performance data for learners.
Finally, How to Achieve Super-learning?
According to our findings, learning and development teams could explore staged step-ups in critical areas to achieve super learning. Without data, which may lead to customized growth possibilities and more efficient and practical learning, sustained reskilling, upskilling, and out-skilling are impossible. Companies can use such insights to advise the overall workforce management of the appropriate strategies. They can then assist learning and development teams in becoming strategic partners in talent dialogues.
When it comes to digitizing learning processes, learning and development teams are primarily concerned with optimizing and automating them. To break this pattern, successful learning and development teams will need to make two significant changes. First, they must abandon their process-driven approach in favor of one that prioritizes the learner’s experience. Second, they must shift their focus from internal (e.g., process perfection) to outward (e.g., customer satisfaction).
Identify the moments that matter to them. Teams can define learner personas, such as blue-collar learners, office workers, business leaders, contractors, or learning professionals. Mapping out desirable experiences for those personas will identify possibilities to gain more excellent value. For instance, onboarding programs, leadership development journeys, and workflow. How? Via more user-centered, efficient, and effective learning.
We acknowledge that microlearning and macro learning will coexist. However, organizations are grappling with a more significant transition. The shift from providing learning content at the job level to providing learning content at the task level. The market requires this transition for the future of microlearning. Micro modules offer content or knowledge resources in brief and targeted chunks to suit a specific learning demand.
To bring all efforts together, super-learning necessitates a simultaneous step-up in the learning technology environment. To drive decision-making, rewiring the landscape must begin with a functional perspective.
You can bring learning’s value before a far wider audience and many more situations. How? If you successfully integrate it into the flow of work and scale it up to deliver super-learning.
In critical areas, such a shift necessitates meticulous, multi-step orchestration. Future-proofing will boost credibility, demonstrate expertise, and prepare businesses for long-term growth and innovation. A message that business leaders will appreciate. Individuals and teams will gain from reimagining the learning culture. They should concentrate on a growth mentality, which will trickle down to the organization. Increasing competencies in specific areas will ensure a successful change.