Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.



L&D Re-Imagined for the 21st Century Workplace

A short presentation on some of the key shifts we are experiencing over the past few years, their impact on how work, learn, collaborate and the future of work.

Related Books

Free with a 30 day trial from Scribd

See all

L&D Re-Imagined for the 21st Century Workplace

  1. 1. L&D Re-imagined:
  2. 2. The Shifts Ref: The Shift by Dr. Lynda Gratton The force of technology The force of globalization The force of demography and longevity The force of society The force of energy resources
  3. 3. The Impact Globally connected workers and organizations Fixed workplace gives way to “work from anywhere” Technology replaces simple and complicated jobs Power of social, local and mobile felt in all spheres Emerging economies enter the workforce Five generations work side by side with baby boomers on the verge of retiring “Jobs for life” replaced by “life of jobs” Economy of individuals on the rise Hierarchy and bureaucracy lose effectiveness; wirearchyand networked orgs enter Mega organizations and micro- entrepreneurs coexist Working lifespan increases; need for re- skilling rise
  4. 4. Rise of the Collaborative Economy Pace of change will “enforce” collaboration The connected web will “enable” collaboration Professional and personal development will “require” collaboration Different generations in the workforce will “enrich” collaboration Diversity of thought, opinions, knowledge, worldview and experience will lead to “innovation” through collaboration L&D will have to don different hats and “facilitate” collaboration
  5. 5. We Need New Skills Ref: Sense-Making Social Intelligence Novel and Adaptive thinking Cross-Cultural Competency Transdisciplinarity Design Mindset Cognitive Load Management Virtual Collaboration
  6. 6. To Meet the Future… Deal with the Change Facilitate self- driven learning Enable Personal Knowledge Management Leverage technology -social and mobile -to reach distributed workforce Make learning a part of the workflow -on demand and autonomous Be culturally aware and sensitive to diversity Be well versed in the new ways of learning
  7. 7. Current Biases & Challenges Perceived as “training” provider Unversed in the various disruptive technology and trends Unfamiliar with crucial business decisions and strategies Lacking in deep expertise in core areas Not seen as critical to business survival
  8. 8. L&D’s Roles –Some New, Some Old Social & Informal Learning Evangelist •Will enable workers to take control of their own learning •Will help them and team to build their PLN and PKM Community Manager •Will facilitate collaboration across groups on ESNs, enable community building, provide curated content Business & Data Analyst •Will focus on trends and patterns based on data analysis •Will map business requirement and data to craft impactful strategies Technology Enabler •Will help users and team members to use the latest tech for learning, collaboration, and communication Performance Consultant •Will liaise with business stakeholders to design learning ecosystems based on business matrices Learning Management •Will take care of program / project management, learning evaluation, stakeholder management, supplier management for the formal programs Learning Delivery •Will carry out tasks like facilitation / presentation of learning events for the in-class or virtual sessions, where needed Learning Design •Will conduct needs analysis, design principles, structure learning events for different delivery channels
  9. 9. Workplace Learning Re-imagined Wearable Personal Mobile Social L&D must understand the impact of each of these factors on: •user behavior •organizational identity •learning design & access •communication protocol •collaboration and social learning skills
  10. 10. What do Users Want? Autonomy Micro- Bytes Continuous On Demand Social Anytime, on Any Device
  11. 11. How are people solving their problems? Asking their networks Collaborating and participating in online communities Googling Taking a MOOC Sharing Working out loud On the job
  12. 12. From Training to Communities 1.There are no users, learners, or managers of learning. Only adults doing their work. 2.Working adults will make the best use of all available resources to connect, collaborate and cooperate and build communities of practices. 3.Communities, conversations, and colleagues connected via mobile devices, social tools, and the web will be the keys to learning. 4.L&D will transform organizations to become “social” organizationsby facilitating PKM and community management. 5.Social is NOT a set of tools. Social is a set of behaviors embracing transparency, collaboration, sharing, fearless mistakes, experimentation, and edge work.
  13. 13. Making the Shift… Bring formal learning to the Enterprise Social Network (ESN) to: •Let the conversations and context build around formal courses •Provide users with the choice of moving back and forth across the learning continuum Encourage Working Out Loud to: •Builds sense-making skills •Foster practice of sharing •Facilitate recording of work process and tacit knowledge capture Build Communities of Practices to: •Enable distributed workforce to learn from each other and contribute •To facilitate diverse thinking and dialogue •Remove silos from within the organization Enable the building of Personal Learning Network (PLN) and Personal Knowledge Management (PKM) to: •Build self-driven learning skills •Build a learning organization
  14. 14. A Learning Ecosystem -Continuum
  15. 15. Keep it Going! Change Management •Onboarding •Enabling •Support Content Management •Aggregate •Curate •Connect Community Management •Governance •Facilitation •User experience Start Build Grow
  16. 16. Can L&D Do it Alone? NO… Involvement with and from business –CEO, CFO, COO… Learning to be seen to be of strategic importance and critical to organizational survival An environment that supports sharing, collaboration, mistakes Direct participation and behavior modeling from leaders –CEO, CFO, COO… Integration with HR throughout –from workforce planning, recruiting, performance management, leadership development…
  17. 17. Cost of Not Making the Shift Distributed workforce will lack connection and one-ness with the org Siloedorganization Reinvention of the wheel will continue Operational Inefficiencies Diverse thoughts and ideas will be lost through lack of conversation and connect Loss of Innovation Attrition, retirement, siloedpockets –all lead to the loss of tacit knowledge so critical to organization success Loss of tacit knowledge Smart knowledge workers leave for orgs where scope for learning and mastery are higher Loss of talent Outside of “norm” requires collaboration and crowdsourcing of ideas and solutions Exception handling becomes difficult Without the influence of diverse thinking, old processes and hierarchical thinking continue to exist Stagnation
  18. 18. Useful Books
  19. 19. About Me
  20. 20. Thank You! Let’s keep collaborating and sharing and learning…
  • AikHengJaxtonCheah

    Jul. 1, 2017
  • VasudhaChaudhari

    Mar. 3, 2017
  • JonPastoorStevens

    May. 17, 2016
  • claesch

    Apr. 19, 2016
  • joitske

    Apr. 18, 2016
  • JolandaButer

    Mar. 19, 2016
  • mae6

    Mar. 16, 2016
  • Anchorgirls

    Mar. 9, 2016
  • DimpleChetwani

    Mar. 2, 2016
  • sahana2802

    Mar. 2, 2016
  • ununitv

    May. 7, 2015
  • gordswallow

    Apr. 29, 2015
  • KlausMeschede

    Apr. 25, 2015
  • jyotigupta52643

    Dec. 15, 2014

A short presentation on some of the key shifts we are experiencing over the past few years, their impact on how work, learn, collaborate and the future of work.


Total views


On Slideshare


From embeds


Number of embeds