Lakshmi Puleti
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In the current business scenario, workplace learning teams must be made up of the right people armed with the correct information. The roles of the concerned teams are shifting in tandem with the evolution of learning and development. To take on these increased duties, leaders must have the necessary skills and competencies. To comprehend how modern L&D teams should be constituted, you must first gauge what employers seek in new workers. Additionally, you must try to understand what the L&D function means to experts. While some L&D specialists want their employees to be familiar with the organization and the environment, others wish their team has an innate drive to learn. Digital proficiency, on the other hand, is a must-have. Let's now explore these points in further detail.
What Does the Learning Team Structure Look Like in a Contemporary Organisation?
If you consider the L&D job market, one aspect is crystal clear. Most of the recruiters are searching for the correct mentality and soft skills in their candidates. Some of these qualities include proactivity and innovation. On the other hand, L&D professionals should not hesitate in giving quantitative numbers to their influence and contribution. In the hard skills domain, the most critical elements are project management and analytics. Hiring requirements include several aspects. And L&D professionals must both be pros in playing a leading role in coming up with initiatives and reporting on their progress using data-driven analysis. Moreover, several companies opt to recruit people with an HR background for their L&D function.
The Evolving L&D Structure and Changing Expectations
Previously, it was widely assumed that content developers and program administrators alone should make up corporate learning teams. However, they are now the architects of a learning ecosystem. The L&D teams play a vital role in workforce development to keep the ecosystem going. The result? They must always be ready to become change drivers. They must also be proactive in putting in a lot of effort regarding accountability and responsibility. Traditional L&D competencies have been transformed because of these changes in the role. Hence, workplaces should pay close attention to the skilling of their L&D team structures.
A Successful Workplace Learning Team's Three Pillars
In L&D teams, one of the critical aspects is to have a diverse set of profiles. Now, what's the ideal recipe for a successful learning and development department? A mix of professionals possessing skills in data analysis or UX development. We should also have individuals with a keen understanding of psychology and behavior. Finally, we must include people from the business itself.
Business Profiles
Individuals with expertise in business and customer service possess a sound understanding of the needs of the company. They are in a better position to convert their knowledge into L&D policies more efficiently and have a clear idea of communicating with leaders, deciphering technical jargon, and understanding the organizational culture.
Data Analysts and Software Developers
The profiles mentioned above enable you to reap the multiple benefits of data analysis. You can take the help of the right analytics to aid in ensuring accountability of the organization's workplace learning team. How? Number crunching and analysis are used to assess the effectiveness and impact of training programs. User Experience, aka UE, and user-friendly platforms are other segments where UX and software engineers come in handy. As a result, they can nowdevelop new ideas and approaches to improve the learner's experience (LX). "An L&D function with outstanding standards on EX (employee experience) is scarce on the market, even if it is an essential component of its impacts," says David Hindley, former HRD for Danone and Disney. It is pretty necessary.
Psychologists
Profiles of psychologists or those with a social science background thoroughly understand human behavior and learning processes personally. Such experts can swiftly assess what triggers can be used to accelerate people's learning curves and knowledge acquisition. To better understand the organization's culture, mindset, and behaviors, you can provide them coaching sessions and assist them with learning frameworks and co-development processes. Psychologists also guarantee that the content created by their L&D team is pedagogically sound and reliable. They are the ones who will support people's development and help bridge the gaps in a workplace learning team framework.
An Exploration of the New Roles in a Workplace Learning Team
Aside from the changing responsibilities in today's environment, L&D competencies will also alter shortly. Companies are currently focusing on an employee's experience in a learning setting, for example. They do, however, seek employees with a UX development background. This combination could lead to the formation of the following profile:
Employee Learning Experience Designer
These experts turn the knowledge that needs to be learned into better learning experiences. They are well-versed in the many learning methods and platforms (digital and offline) that may be used to optimize learning, and they have even designed some of them.
Data Analyst + Performance Consultant
This position will have a significant impact on the L&D department. Dual abilities are required for such a profile. The first is to examine data from business intelligence and learning and development. The figures should then be combined to report the effects of the workplace learning team's activities on business executives.
In short, the builders of a system that encourages the learning attitude make up the modern workplace learning team structure. So, what does this mean? The management must become involved to ensure the long-term viability of the structure. Keeping this in mind that the Community Engagement Manager's role will ensure that L&D teams take responsibility for ensuring the learning community's long-term viability. Second, content, communications, and fresh learning experiences must be updated regularly,so the employees remain interested.
Rounding it Up
The new L&D organizational structure does not imply that established responsibilities will be eliminated. However, it indicates that in-demand skill sets will change. Organizations should commit to creating and acquiring the L&D attitude, as mentioned above, to meet these evolutionary needs. In a nutshell, the primary aspects of a successful L&D team will include expertise in organizational growth, change management, systemic thinking, and digital upskilling. Do you want to learn more? At PlayAblo, you can speak with one of our professionals. We're only a phone call away! Read more: e learning platform
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Lakshmi Puleti
posted a blog.
The future of workplace learning is already here, and it’s not just about new content or cutting-edge digital platforms. Employees have transformed how they learn on the job, with many seeking solutions on their own rather than relying on learning and development departments. That isn’t to say that the L&D department is no longer relevant. It does, however, imply that it will most likely need to change.
But how do you do it? L&D is becoming increasingly digital for every learning leader. As a result, practically anyone can now learn almost whatever they need, whenever they choose, on their own. What isn’t evident is how learning and development teams should adjust to this new reality. To address such a question, we must first comprehend how today’s workers develop their talents. These individuals operate at all levels of organizations, in large and small businesses, in various industries and job types.
So, today, let’s address this critical question: What is the Evolving Role of L&D Leaders in the Future of Workplace Learning?
Evolving Role of L&D Leaders in the Future of Workplace Learning
People’s investment in an on-demand economy
Most CEOs do not invest in people out of altruism or social conscience. Management invests in workplace training to increase productivity and performance. Chief executives get compensated primarily for delivering value to shareholders, which one derives mainly from increased earnings.
So what if employees are dissatisfied with their training? Because learning and development are among the most potent tools businesses have to boost productivity, research shows that employee engagement predicts future financial success.
People are a high cost, accounting for a considerable part of the operating costs in many firms. As a result, we talk about human capital management more than we talk about investing in people. In recent years, employers have contributed a significant section of the payroll and into the contingent workforce as a continuous efficiency drive.
Freelancers, contractors, and temp workers are also on the rise. A growing number of firms are using contract and temporary (“gigâ€) employees. Employees value the flexibility and independence of contract jobs above the typical structure of a steady 9-to-5 job in the gig economy, which signals a shift in how they view work. Organizations are grappling with how to train these new types of workers, who may not have access to typical employee systems like learning portals, as the gig economy grows.
When it comes to achieving optimal performance for the organization, the L&D function must think outside the enterprise. As the nature of work changes, L&D is adapting by providing learning opportunities for employees that go beyond standard corporate training platform.
Again, when it comes to individuals in the on-demand economy, efficiency takes precedence over engagement.
This push for efficiency has altered L&D as well. Corporate training is increasingly given through technology to increase reach, reduce expenses, and improve consistency rather than satisfy the unique demands of Generation X, Millennials, or the Homeland Generation (those born after the mid-1990s).
Investing in efficiency alone, on the other hand, isn’t enough for today’s workers. The desire for efficiency, on the other hand, isn’t going away. As a result, traditional trade tools such as instructional design, facilitation, open source learning management system (LMS), e-learning courses, virtual classes, and fast authoring tools are still helpful. They’re simply unfinished. In addition to efficiency, tools must handle engagement.
Conclusion
Rebuilding Learning and Development (L&D) for the digital age and democracy
Getting and keeping employees involved in their work is more important than ever, and L&D is critical to accomplishing this. However, the methods by which we train and develop workers must change.
Leaders in learning and development recognize the need to change. They’re rethinking their corporate learning practices to engage today’s workforce better. Many are investing in new technology or more modern content. Fewer, on the other hand, are reorganizing, reskilling, and recruiting for new talents within their own teams.
The truth is that entertaining, bite-sized content and gamified social learning systems won’t suffice to prepare you for the near future of learning and development. To better balance corporate and individual imperatives, you must also embrace new methods of thinking and doing.
Be the first person to like this.
Lakshmi Puleti
posted a blog.
The future of workplace learning is already here, and it’s not just about new content or cutting-edge digital platforms. Employees have transformed how they learn on the job, with many seeking solutions on their own rather than relying on learning and development departments. That isn’t to say that the L&D department is no longer relevant. It does, however, imply that it will most likely need to change.
But how do you do it? L&D is becoming increasingly digital for every learning leader. As a result, practically anyone can now learn almost whatever they need, whenever they choose, on their own. What isn’t evident is how learning and development teams should adjust to this new reality. To address such a question, we must first comprehend how today’s workers develop their talents. These individuals operate at all levels of organizations, in large and small businesses, in various industries and job types.
So, today, let’s address this critical question: What is the Evolving Role of L&D Leaders in the Future of Workplace Learning?
Evolving Role of L&D Leaders in the Future of Workplace Learning
People’s investment in an on-demand economy
Most CEOs do not invest in people out of altruism or social conscience. Management invests in workplace training to increase productivity and performance. Chief executives get compensated primarily for delivering value to shareholders, which one derives mainly from increased earnings.
So what if employees are dissatisfied with their training? Because learning and development are among the most potent tools businesses have to boost productivity, research shows that employee engagement predicts future financial success.
People are a high cost, accounting for a considerable part of the operating costs in many firms. As a result, we talk about human capital management more than we talk about investing in people. In recent years, employers have contributed a significant section of the payroll and into the contingent workforce as a continuous efficiency drive.
Freelancers, contractors, and temp workers are also on the rise. A growing number of firms are using contract and temporary (“gigâ€) employees. Employees value the flexibility and independence of contract jobs above the typical structure of a steady 9-to-5 job in the gig economy, which signals a shift in how they view work. Organizations are grappling with how to train these new types of workers, who may not have access to typical employee systems like learning portals, as the gig economy grows.
When it comes to achieving optimal performance for the organization, the L&D function must think outside the enterprise. As the nature of work changes, L&D is adapting by providing learning opportunities for employees that go beyond standard corporate training platform.
Again, when it comes to individuals in the on-demand economy, efficiency takes precedence over engagement.
This push for efficiency has altered L&D as well. Corporate training is increasingly given through technology to increase reach, reduce expenses, and improve consistency rather than satisfy the unique demands of Generation X, Millennials, or the Homeland Generation (those born after the mid-1990s).
Investing in efficiency alone, on the other hand, isn’t enough for today’s workers. The desire for efficiency, on the other hand, isn’t going away. As a result, traditional trade tools such as instructional design, facilitation, open source learning management system (LMS), e-learning courses, virtual classes, and fast authoring tools are still helpful. They’re simply unfinished. In addition to efficiency, tools must handle engagement.
Conclusion
Rebuilding Learning and Development (L&D) for the digital age and democracy
Getting and keeping employees involved in their work is more important than ever, and L&D is critical to accomplishing this. However, the methods by which we train and develop workers must change.
Leaders in learning and development recognize the need to change. They’re rethinking their corporate learning practices to engage today’s workforce better. Many are investing in new technology or more modern content. Fewer, on the other hand, are reorganizing, reskilling, and recruiting for new talents within their own teams.
The truth is that entertaining, bite-sized content and gamified social learning systems won’t suffice to prepare you for the near future of learning and development. To better balance corporate and individual imperatives, you must also embrace new methods of thinking and doing.
Be the first person to like this.
Lakshmi Puleti
posted a blog.
The future of workplace learning is already here, and it’s not just about new content or cutting-edge digital platforms. Employees have transformed how they learn on the job, with many seeking solutions on their own rather than relying on learning and development departments. That isn’t to say that the L&D department is no longer relevant. It does, however, imply that it will most likely need to change.
But how do you do it? L&D is becoming increasingly digital for every learning leader. As a result, practically anyone can now learn almost whatever they need, whenever they choose, on their own. What isn’t evident is how learning and development teams should adjust to this new reality. To address such a question, we must first comprehend how today’s workers develop their talents. These individuals operate at all levels of organizations, in large and small businesses, in various industries and job types.
So, today, let’s address this critical question: What is the Evolving Role of L&D Leaders in the Future of Workplace Learning?
Evolving Role of L&D Leaders in the Future of Workplace Learning
People’s investment in an on-demand economy
Most CEOs do not invest in people out of altruism or social conscience. Management invests in workplace training to increase productivity and performance. Chief executives get compensated primarily for delivering value to shareholders, which one derives mainly from increased earnings.
So what if employees are dissatisfied with their training? Because learning and development are among the most potent tools businesses have to boost productivity, research shows that employee engagement predicts future financial success.
People are a high cost, accounting for a considerable part of the operating costs in many firms. As a result, we talk about human capital management more than we talk about investing in people. In recent years, employers have contributed a significant section of the payroll and into the contingent workforce as a continuous efficiency drive.
Freelancers, contractors, and temp workers are also on the rise. A growing number of firms are using contract and temporary (“gigâ€) employees. Employees value the flexibility and independence of contract jobs above the typical structure of a steady 9-to-5 job in the gig economy, which signals a shift in how they view work. Organizations are grappling with how to train these new types of workers, who may not have access to typical employee systems like learning portals, as the gig economy grows.
When it comes to achieving optimal performance for the organization, the L&D function must think outside the enterprise. As the nature of work changes, L&D is adapting by providing learning opportunities for employees that go beyond standard corporate training platform.
Again, when it comes to individuals in the on-demand economy, efficiency takes precedence over engagement.
This push for efficiency has altered L&D as well. Corporate training is increasingly given through technology to increase reach, reduce expenses, and improve consistency rather than satisfy the unique demands of Generation X, Millennials, or the Homeland Generation (those born after the mid-1990s).
Investing in efficiency alone, on the other hand, isn’t enough for today’s workers. The desire for efficiency, on the other hand, isn’t going away. As a result, traditional trade tools such as instructional design, facilitation, open source learning management system (LMS), e-learning courses, virtual classes, and fast authoring tools are still helpful. They’re simply unfinished. In addition to efficiency, tools must handle engagement.
Conclusion
Rebuilding Learning and Development (L&D) for the digital age and democracy
Getting and keeping employees involved in their work is more important than ever, and L&D is critical to accomplishing this. However, the methods by which we train and develop workers must change.
Leaders in learning and development recognize the need to change. They’re rethinking their corporate learning practices to engage today’s workforce better. Many are investing in new technology or more modern content. Fewer, on the other hand, are reorganizing, reskilling, and recruiting for new talents within their own teams.
The truth is that entertaining, bite-sized content and gamified social learning systems won’t suffice to prepare you for the near future of learning and development. To better balance corporate and individual imperatives, you must also embrace new methods of thinking and doing.
Be the first person to like this.
Lakshmi Puleti
posted a blog.
A bite-sized approach is a perfect answer when your corporate training modules are too challenging to digest and overwhelm your learners. To discover more about what is microlearning and how you can use it to improve training engagement and knowledge retention, read the rest of our post. A bite-sized approach is a perfect answer when your corporate training modules are too challenging to digest and overwhelm your learners. To discover more about what is microlearning and how you can use it to improve training engagement and knowledge retention, read the rest of our post. Read more: corporate learning
An Introduction to Microlearning
Microlearning is a powerful tool. Compared to standard eLearning, Microlearning is more engaging, less time-consuming, and less expensive to generate high ROI. While it isn’t the right choice for every type of training, it is surprisingly effective for corporate and workplace training.
By the end of this article, you’ll know what is microlearning, its traits, and how to utilize it in your training. Let’s begin!
What is Microlearning? Its Definition
While there is no official definition of microlearning, all microlearning-based training have one thing in common: Concise, small learning units, or short-term learning activities could be used to enable quick delivery of learning content. Read more: open source learning management system
Micro-training provides learners with small bursts of knowledge to study at their preferred pace and place. Content can take numerous forms, from text to fully interactive multimedia, but it must always be concise.
Some Examples of Microlearning Content:
• Short texts in the form of phrases or brief paragraphs
• Photos and illustrations
• Short video clips
• Audio clips in the form of short snippets of speech or music
• Quizzes and tests
• Gamified elements
It’s worth noting at this point that not all microlearning apps support all of these content kinds. Check with your microlearning provider to see if the formats you want are supported.
Many people link microlearning with video, which is a popular and frequently effective method of doing so. However, video is not the only feasible form of microlearning. Examples are self-paced e-learning, games, blogs, job aids, podcasts, infographics, and other visualizations. Professionals in talent development should choose the type of media most fit for their scenario and learning needs.
One can answer ‘What is microlearning’ in a variety of ways. According to research, talent development professionals believe that 13 minutes is the maximum length of time for something to be termed microlearning. The ideal length of a microlearning segment is 10 minutes, with portions between two and five minutes being the most successful.
While knowing the optimum time frame for classifying a training session as microlearning is helpful, many experts say it should not be limited merely to a specific time frame. Instead, it should be as long as it is necessary — no more, no less. Microlearning should concentrate on what is needed to know rather than what is good to know knowledge.
Your strategy should be cover one or two learning objectives in each microlearning session. It’s also crucial to make sure that the learner can meet the learning goal through microlearning. If extra time is needed to complete the objective, the course designer should not force-fit the content into microlearning chunks.
Why Is Microlearning So Popular?
Even while bite-sized training has grown in popularity over the last two years, it has a long history predating computers’ invention. When it came into contact with the modern smartphone, though, it took off. So much so that the most popular microlearning platforms resemble a cross between Twitter and Instagram, but for education. Read more: e learning platform
Microlearning is a near-perfect training paradigm in this day of hectic schedules and short attention spans. Organizations today are utilizing Microlearning for a variety of training needs. Employee onboarding, compliance training, and skills training are just a few instances of microlearning usage in the real world.
Conclusion
So there you have it! You now understand what is microlearning. What better way to thoroughly comprehend it than to put it to the test? Experiment with it to gain a sense of the vast possibilities that small-group training provides.
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The most important yet often disregarded element of the training and development cycle is setting and writing down training objectives. Because the L&D staff is eager to prepare presentations and schedule courses, creating a training objectives plan is frequently pushed to the bottom of the priority list and not given the attention it deserves.
SMART training objectives, on the other hand, ensure that your courses are a success. It would help if you aimed for Specific, Measurable, Attainable, Relevant, and Time-bound (S.M.A.R.T) objectives. You’ll be able to express these goals in a way that interests and resonates with employees if you use the SMART approach. Read more: corporate learning
This article will show you how to create and write practical training objectives.
How can you create the perfect organizational training objectives?
It’s time to write down your training goals now that you’ve defined them. These will be the foundation of your training course as well as your most persuasive marketing material.
Is it difficult for you to write training objectives? It’s not necessary. These 6 tips will assist you in creating compelling, practical, and quantifiable staff training objectives like a pro.
1. Make it clear what the training program’s goal is
What do you hope to get out of this training program? How can you boost staff productivity? How do you close a knowledge gap? Teach new employees skills that will help your business compete? Whatever the case may be, you must ensure that the training’s aim is apparent.
2. Define the expected outcomes of the training
The measurable goals that learners are expected to attain at the end of a training program are known as training outcomes. Because you’ll evaluate training based on whether or not your teams achieve these outcomes, outcomes define your training approach’s success (or failure).
3. Pay close attention to the circumstances
When creating training objectives, keep the following in mind. It would help if you examined several factors that will influence the design and delivery of your training program.
The availability of a trained instructor or a suitable facility, for example, can influence how you provide training. Your staff? Are they in-house or remote employees? What is your budget? It will play a role as well.
4. Align your training objectives with your company’s objectives
Base the training goals on observable and measurable outcomes. These results, in turn, must be based on a set of criteria, commonly known as key performance indicators or skill levels. Why? Because the primary purpose of training is to generate business outcomes. Read more: open source learning management system
5. Jot down your training objectives using the SMART format
When it comes to creating any type of goal – training or otherwise – the SMART approach has long been the gold standard. The process of developing SMART training objectives can be summed up in five letters:
S (Specific): Training objectives must be small and specific. What abilities will be gained by whom, and for what purpose? For each training aim, concentrate on one particular skill or knowledge.
M (Measurable): Learning outcomes must also be quantifiable. This implies that the organization or the department may quantify the acquired ability or knowledge in specific terms, such as a 10% jump in annual revenues.
A (Attainable): This term refers to training objectives that are realistic given the time and resources available. For example, you can’t expect trainees to grasp a complex skill in 20 minutes or even two hours of training.
R (Relevant): Being relevant means that your training objectives answer the question — “Why?†They should have an answer for: “What’s in it for me?†Learners must understand why they are undergoing training and what they may expect to gain from it. Will they be able to improve their work performance due to the skills or information they will gain? Will they be able to apply these skills in the workplace?
T – Time-bound: The time-bound element responds to the inquiry — “When?†A goal without a deadline is said to be nothing more than a fantasy. The same may be said for training objectives. Typically, the deadline is set after the training program. Of course, an additional practice may be required in some circumstances. Read more: corporate training in bangalore
Conclusion
Training objectives connect a training program to real-world business outcomes. Setting clear, practical, and measurable training goals at the start of the training creation process will go a long way toward assuring your course’s success. The purpose of clear training is not only to answer the audience’s question: What’s in it for me? They also link training to organizational objectives and outcomes that can be measured. A lot is riding on these objectives, so do the wise thing and make them SMART.
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Workforce re-skilling and upskilling have become hot subjects of discussion in both academia and business. The digitization of work and artificial intelligence, often known as the Fourth Industrial Revolution, is driving the focus on skills, which has escalated due to the COVID-19 pandemic. According to the World Economic Forum, one billion jobs will transform nearly one-third of all jobs, with 133 million new jobs created to match future demand. This transformation is impossible to achieve without the use of workforce re-skilling and upskilling tools.
While skilling is a hot topic, many human resource executives are unsure how to adopt and enforce a successful skilling strategy. We've noticed that the world of adult learning is rapidly changing as organizations attempt to upskill and reskill their workforces. As a result, businesses may shape their reskilling and upskilling programs based on obsolete information and fallacies. Let's debunk some of these myths for you. Read more: Corporate training in bangalore
7 Myths About Workforce Re-skilling (and the Truths!)
Myth #1: Training programs are met with skepticism by employees
Employers are hesitant to implement workforce re-skilling programs because they believe it will not be worth the cost of employees unwilling to participate. This myth, however, is far from the truth. Employees are well aware that static abilities will not help them develop their careers in today's fast-changing world of work. Being proactive about learning new skills might provide them with a competitive advantage. Employees frequently fail to see the link between their learning and their long-term job success. Employees are considerably more likely to be engaged and enthusiastic about the process if their organizations can make this aspect evident to them.
Myth #2: Employees will seek out new opportunities once they have learned new abilities
Companies do want to reskill their employees, but they're worried that freshly upskilled employees would defect to a competitor and take their expertise with them. Employees value organizations that invest in their professional development. Well, workforce re-skilling isn't just suitable for addressing business demands; it may also help with overall talent retention.
Myth #3: Skills development for team leaders, managers, and high-potential individuals should be a top priority for businesses
Most firms give skills training to team leads and supervisors, but reskilling isn't uniformly dispersed. As a result, companies miss out on opportunities to identify and develop skills within their organization rather than relying on external recruitment. Organizations can better find fresh talents, hidden gems, and, potentially, future leaders if all employees at all levels have access to skill-building opportunities.
Myth #4: For businesses, teaching technical skills should be a primary concern
Employers have focused on the fourth industrial revolution and the impact of automation, leading many to believe that talent will require specific IT, AI, and coding skills. While IT and software skills are crucial, HR leaders think employees should take courses to improve soft skills such as communication, cooperation, and leadership. Adaptability is an essential skill for the future, followed by communication and problem-solving. With this in mind, businesses quickly understand that soft skills will be crucial in the future workplace.
Myth 5: Effective learning can only take place in person
Some open source learning management system and development (L&D) leaders might snicker at this in a post-COVID world. Most people are aware that learning may be done effectively at a distance. Many L&D directors resisted this misconception internally until the global pandemic forced corporations to adapt to virtual learning when quarantines were implemented, arguing that their organizations preferred conventional in-person learning and that virtual learning participation was low.
But by using socio-emotional learning approaches, you may adapt your previous in-person content to an online distribution forum while maintaining your audience's attention. Additionally, when you couple digital learning with tools such as PlayAblo's mobile-first, gamified micro-modules, you not only meet but also exceed the expectations of in-person training.
Myth 6: Formal education is the only way to learn
Several organizations in the present day encourage their employees to join dynamic teams or internal gigs, which are a popular form of on-the-job learning. We witnessed a jump in the
utilization of active groups at the start of the COVID pandemic to handle new business models and quickly adapt to a fast-changing environment. Employees can get some of the best upskilling and workforce re-skilling learning by trying new things at work.
Myth 7: It's a good idea to give staff a variety of choices
Of course, ensuring that an employee learning a new subject at an advanced level, for example, has access to more than simply starting courses is essential, but having too many options can paralyze a learner. Employees can benefit from having a qualified advisor comb through the available courses and select those that fulfil their corporate learning objectives and are most suited to their learning style and time.
Conclusion
As we try to stabilize our economy, workforce re-skilling will be a top priority for firms, HR leaders, governments, and workers this year. This priority is why it's critical to put myths aside today to ensure that your organization's talent is up to speed on the skills required to remain nimble during this period of fast change.
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An organisation's customer experience may make or break it. Eighty-six percent of shoppers are willing to pay more for a better brand experience, according to Oracle. As a result, major firms have made the concept of continuously improving the customer experience a top priority. But what about the employees who work for those businesses? Is there any role of workplace training in such a scenario? Let us find out.
Companies with highly engaged employees beat their competitors by 147 percent, as per Forbes. Furthermore, employees working for companies that provide an above-average customer experience are 79 percent more engaged in their jobs than employees who work for companies that provide an average or below-average customer experience, 49 percent engaged.
So how do you enhance employee engagement? Well, there is a vital role of workplace training at play here. Employee training that is both enjoyable and beneficial is one approach for a firm to improve the employee experience and increase employee engagement.
The Role of Workplace Training in Enhancing Employee Engagement
Employees flourish in a setting that emphasizes their development as valuable assets. The role of workplace training is critical for boosting employee engagement. Employees feel appreciated due to career advancement and development, which promotes motivation to meet company goals. In fact, employees who have many learning and development chances in their workplace are more likely to be engaged and happy in their careers, he said.
Boosting Employee Engagement
Implementing industry-leading open source learning management system is the most obvious way to increase employee training. More and more businesses are now transitioning to digital learning platforms to get the job done. Despite the eLearning market's rapid growth, many companies continue to use traditional staff training methods.
Legacy systems and offline training courses are not tailored adequately for the millennial age. Learning in organizations is frequently not engaging enough because it is not individualized enough. Artificial intelligence (AI) can help in the personalization or contextualization of learning supplied to an employee, using information about a person's previous experiences and background, as well as their aspirations.
Another recommendation for businesses is to use a micro-learning strategy and make training materials and resources mobile-friendly. We should also understand the value of social and gamified learning. Learning and development managers should prioritize social and informal learning, knowledge sharing, and timely access to the correct information or subject-matter expert. Learning may be more entertaining and engaging with gamification aspects.
Learning and development managers can additionally use advanced learning experience platforms, specifically xAPI standards, to track all learning activities inside and outside the learning platform. This way, organizations can identify parts of the learning process that aren't engaging enough and need to be adjusted.
There is also the necessity to provide appropriate resources for employees to execute their tasks, in addition to personal development. Here, we are talking about technology. One of the most effective methods to promote employee engagement is to remove roadblocks to growth. Unresolved hardware, software, and other IT issues should no longer hinder completing the task at hand.
Conclusion
The trend of problem-solving directly links to discovery-based learning, which can empower employees. Learning models or applications based on discovery can empower employees and improve their motivation and overall corporate learning performance. It would be best if you tied everything back to these practical workplace applications for training to attain the company's beliefs and objectives. So, how do you plan to improve employee training and engagement in 2021?
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Lakshmi Puleti
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Creating online training programs for a business is far from simple. On the other hand, improving your online training skills is a lot easier when you know where to begin. Perhaps a shift in mindset, training and development tools that have slipped under your radar, or more empathy will suffice. Irrespective, this is the guide you've been looking for -- if you wish to learn how to be a remarkable online trainer in the age of digital corporate learning.
The Must-have Skills for an Online Trainer
To be effective, every trainer must possess specialized talents as well as online training and development tools. Let's start with the following list, which comprises both soft and hard training skills.
Exceptional research abilities
Research is one of the most critical hard skills a trainer should have. Let's talk about internet research now that it's 2021. Internet research is both advanced and analytical. The World Wide Web offers a lot of hidden gems, some of which you'll learn about in a minute. Start by using specific keywords in Google's powerful search box. Add quotation marks (“ “) to search for the exact keyword or phrase and use the minus sign (-), so your search engine can avoid the search term that might be giving you erroneous results.
Strong communication abilities
People are the focus of online training. What distinguishes us from the rest of the living world is our ability to communicate directly. As a result, communication is one of the fundamental trainer attributes and talents you'll need to be a successful trainer. Indeed, it has the potential to make or ruin a learner's experience.
Organizing abilities
Strong organizing abilities will always get you a long way as a person and as an online trainer. You'll be able to keep on track if you have skills like time management. Before deploying an online training program, trainers must accomplish several duties in learning, training, and development. From gathering the necessary resources to properly providing training, mastering organization is essential.
Critical Resources for Online Trainers
The four basic types of training and development tools that every trainer should have in their toolbox are as follows:
LMS (Learning Management System)
A learning management system is the most incredible training solution for instructors who wish to develop courses, manage users, and track the progress of their online training and students. Trainers should be able to do more than merely use an LMS. They should know how to get the most out of it with the least amount of effort.
PlayAblo's LMS has a collection of pre-built online courses, allowing you to provide training on various soft skills without having to start from scratch.
Tools for creating content
To appreciate the benefits of eLearning authoring tools, you must first comprehend the definition of an authoring tool. Authoring tools are software platforms that allow trainers to incorporate various media and multimedia files into their training to make it more engaging. An e learning platform tool, for example, sounds like the ideal way to go if you want to create interactive courses.
Tools for video editing
Video editing software is one of the most underutilized training tools for trainers. Videos are compelling because they provide a vivid and exciting learning experience. Please make use of them.
Use of social media
Yes, social media is a training tool. Although it may appear strange, social media may be an efficient training and development tool. If you haven't noticed, big social media platforms such as Twitter, Instagram, TikTok, Pinterest, Facebook, YouTube, and others are experiencing a massive uptick. This fact alone indicates that this is where your students prefer to spend their free time when they have it.
Conclusion
That's all there is to it, guys! To be an effective online trainer, you must develop or improve these essential training abilities and devote time to understanding and mastering the training tools
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