'Learning Philosophies India, 2018 & Beyond – Rethinking L&D Fundamentals Survey' brings forth some very compelling realities for the industry to reckon with. A lot of these fundamental aspects need precedence in a dialogue, before the L&D function strides forward on building organizational capability, while fulfilling career aspirations, driven by innovation & technology.
The biggest dilemma organizations need to answer is – where does L&D rightfully belong for them – business, HR, a mix of that, or may-be - it's time to run L&D as a stand-alone function. While the majority prefer a business-HR collaborative structure, there is an undercurrent seeking L&D as a stand-alone function with its growing character and specialization.
Personalization of learning seems to be a priority and the same is to be seen in the choice of learning mediums – on the job, experiential learning, peer to peer, coaching and mentoring take the preference over new age and digital formats. The wave towards consumerization of learning and digital adoption is on its way with Artificial Intelligence/Machine Learning (AL/ML), gamification and more, which is set to turn the tables.
While the average structured learning hours have been on the rise – with over 55 per cent organizations investing in more than 4 days of structured training/employee – there is an emerging and sizeable faction of HR/L&D professionals who say this does not matter as a metric anymore, especially in the new world of asynchronous, anywhere, anytime learning.
Internal trainers have a larger share of the pie in overall training efforts, though the number varies widely amongst industries.
While other formats of learning are currently larger in quantum – the share of online learning is at par with other learning formats mostly in larger organizations and this number is expected to rise further, across the board.
The speed of change is hugely impacting learning investments, with nearly half of them not being able to be utilized over a few years, with reduced shelf life. Greater emphasis, therefore, must be on learning architecture, which can adapt with changes and can yield greater continuity of impact.
Majority of the organizations have started on making learning journeys more self-led, self-paced and highly individualized. But the path to maturity yet remains a long one, with technology adoption yet taking a formidable amount of time. For long, a lack of business understanding remains a concern for HR to be able to own up the Functional/Technical training agenda – majority of professionals yet feel the same. On the other hand, there is a sizeable lot of people who believe that business needs to lead the functional / technical mandates with HR facilitating it. Success of learning interventions can be amplified with line manager and learner co-owning the learning agenda – and this seems the answer to all ROI dilemmas of investments made in learning. For structured learning interventions, organizations tend to use at least three lines of input from Business, Line, Individuals, Talent and PMS – use of market intelligence is not as popular with only 30 per cent organizations using it. The tech journeys of majority of the organizations are just about starting – but a good amount of work seems to be happening in on MOOCs / byte-size formats / simulations – while the AI/ML in learning yet seems a longer term reality.