Key Find­ings

FICCI Business Digest - - Features -

'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.

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