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Learning   •   Article   •   4 mins


THE FUTURE OF L&D: MEETING NEW EXPECTATIONS IN 2022

by Tom Schultz, December 9, 2021
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The pressure is increasing: in today’s pandemic-affected world, the future of
L&D means delivering learning remotely, personalized and cheaper. At the same
time, expectations that were once the province of HR have now landed squarely on
the modern CEO’s agenda.

Traditionally, L&D teams have been responsible for the performance of workers,
legal compliance requirements, and general workforce readiness to meet business
needs. 

Those old expectations remain, and are joined by new initiatives. L&D is now
increasingly responsible for making the workforce more agile, innovative,
healthy, inclusive, and more — often amid talent shortages.

It’s clear that meeting all these expectations can’t be accomplished by focusing
solely on creating or sharing learning content. While that remains a crucial
piece of an impactful learning strategy, the emerging playbook guiding the
future of L&D demands a bigger approach.

“Executing the CEO’s agenda almost always requires people within the
organization to adopt new ways of seeing, thinking, and acting,” according to
the recent report Executing the CEO’s Agenda Through Targeted Learning by MIT
Sloan Management Review. “Success requires learning at scale, with speed, in the
places where it will matter most. This is easier said than done.” 

The most innovative L&D teams see all this as an opportunity. They’re shifting
their focus from creating learning content to creating the conditions for
learning. The right conditions for learning are the foundation of a positive
learning culture. And a positive learning culture is the key to meeting L&D
expectations at scale.


WHAT IS LEARNING CULTURE?

It’s the attitudes, values and behaviors (about learning) of a particular group
(your workers).

Switching your mindset to focus on culture means flipping your learning strategy
on its head. We’ve seen the most agile companies create strategies that empower
workers to learn proactively. Do this successfully and you’ll always stay a step
ahead of disruption.

Take a look at Verizon. When COVID lockdowns began, the wireless network
operator, a Degreed client, temporarily closed nearly 70% of its retail stores
essentially overnight. In doing so, Verizon looked at the skills of over 20,000
workers and redeployed them to serve other critical business needs. By providing
two or three days of training, daily on-the-job coaching, and rapid reskilling,
the company avoided layoffs and met the needs of customers at a faster and more
efficient rate. 

Verizon has a culture of continuous learning that aligns with business strategy
and career development and is integrated into the flow of work. These values are
vital to how the organization was able to remain agile and pivot nearly 90% of
its workforce to work remotely. With an always-on learning mindset, Verizon
prioritized upskilling and reskilling from within. 

Developing your people will always be necessary, and there are two main ways to
engage them. These approaches can work together as two halves of an impactful
and scalable learning strategy.

Providing training is a top-down approach. It starts with administrators and is
directed toward individuals.

Empowering people to learn is a bottom-up approach. Workers learn on their own,
increasing the agility and scalability of your strategy. It starts with the
attitudes, values, and behaviors of your people toward learning (the definition
of culture).


INDIVIDUAL LEARNING IS MORE SCALABLE 

In our most recent research on how the workforce learns, we found that people in
a positive learning culture engage in independent learning much more frequently
than learning events curated by L&D teams.

Learning is reinforced by forward-looking opportunities to practice and apply
new skills, not just by requests to grasp something new that are mostly about
meeting the moment. People are motivated by purpose — to build their futures.
And they collaborate to help each other grow.

In our research, we’ve defined “promoters” as workers who rated their companies’
learning cultures positively. “Detractors” are those who rated them negatively. 

In positive and negative learning cultures alike, people search the internet,
watch videos, read online, and read books. But it happens more often in a
positive learning culture, where learning on your own is more open and freely
woven into daily work.

What does this mean for the future of L&D?

It means that the most innovative learning professionals are changing the way
they view their jobs. It means that they see themselves as not only content
providers but enablers who help workers take control of their own careers. Who
assist managers in finding new ways to help their people develop. Who use
data-driven insights to reimagine learning programs.

It means giving people access to tools and resources they can use organically,
throughout the day, to develop in ways that are more dynamic than simply
completing assigned classes and courses.


WANT TO LEARN MORE?

Download How the Workforce Learns for 15 actions you can take to implement a
positive learning culture at your organization. Got more questions? We’ve got
answers, contact a Degreed representative today.

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How The Workforce Learns Learning Culture The Future of L&D


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