Learning & Talent Development
Developing the new skills, talents and “Digital IQ” needed to thrive in an agile, adaptive organisation is a challenge for many organisations, whose competency and skill frameworks have only changed slowly up to now.
What does an agile talent and learning strategy look like in a modern organisation?
How can we stay up to date with new domains of knowledge emerging all the time? How can we give people more ownership of the development path and encourage self-managed learning in the flow of work? How do we develop more hybrid skillsets that cross existing areas of specialisation?
There are many challenges to conventional learning and development approaches, but at the same time this area has never been more important for ensuring the future success of established organisations.
Agile talent strategies start by mapping what already exists, and then identifying gaps based on where the organisation is headed. Then we can start to customise learning journeys and programmes to develop the skills we need.
We need to set the bar higher for basic digital literacy in the workplace, but that also means we need to provide better opportunities to self-manage learning and also learn together with others in groups and communities.
We also need to do the same at the leadership level, where people find themselves managing organisations that are very different to the one they grew up in.
Agile Talent Strategy
How can talent mapping and hot spot identification help run an agile, responsive talent strategy?
How can day-to-day workplace learning become more contextual, community-based and self-managed?
Developing Digital Leaders
How can we develop the digital leaders of tomorrow and help existing leaders learn how to use their skills in new ways?
Learning, More than One Way
Cerys explores different learning strategies that can enhance the effectiveness of your personal learning system. It is great that employees are increasingly being encouraged to shape their own learning and career development. But for those employees suddenly finding...
Developing Long-Term Workforce Capabilities is Better Than Boom & Bust Hiring/Firing
Thousands of employees have recently been ‘let go’ from some of the biggest tech companies in the world, as evidenced by sites like layoffs.fyi. Why is that? Many of the big players have released statements citing over-hiring during lockdown, when e-commerce surged,...
Organisational Radical Candor FTW
Cerys explores missed opportunities for radical, two-way discussions L&D are avoiding in their quest for simple, KPI-friendly projects. It is both a cliché and a truism that change is hard and that it never ends. And whilst trying to make employees feel safe,...
The cult of bare minimum learning
The past few years have seen an increasing investment in solving the growing digital skills gap within organisations. There are pockets of employees, even in leadership, who adopt learned helplessness with a chuckle - as if it is OK to lead in the digital age without...
Fail, Learn and Repeat. Or not really?
Should we always encourage failure-as-learning, and when might this risk de-motivate individual contributors, asks Sebastian Kowalski in this Link*Log. Learning by iterating is not the same as accepting overall failure At this point, most team leads have been told...
Moving From Ad-hoc Hybrid Working to a Hybrid Work System in 2023
In this edition, Lee considers how we can learn the lessons of ad-hoc hybrid work and create a fully-featured hybrid work system to help us hit the ground running in 2023.