In the face of rapidly changing skill demand, one of the best investments any organisation can make is in its competency-building strategies. As we discuss at length about the emergence of new-age technologies, one cannot really overlook how the world of digital learning is also evolving. However, for leaders today, as technology become one of the critical enablers of innovation in the L&D space, the focus is always on impact. And this very impact rests on its people, so how do we inspire and encourage our employees to invest in their learning? How do we bring them to the learning platforms? Most importantly, how do we unlock their potential to lead the business transformation?

To find answers to these burning questions and more, Ashish Jha, CEO & Co-founder of vani.coach and Rohin Nadir, Associate Partner-HR and National Head of Capability Development, KPMG get into an incredible conversation at People Matters TechHR 2022. Here are some of the key takeaways from their session:

Hyper personalisation of L&D on a budget

As the choice in learning content and formats increases, curation has become critical and so much of this curation rests on a personalised approach to learning. There needs to be greater investment in outlining detailed learner personas, learning maps and segmented communication strategies so that we can bring the learner on board. With so much learning happening mostly in the flow of work and with the agency resting on its people, how do you make people invest in their learning instead of scrolling through social media platforms?

Technology really has to catch up in this case. One of the preliminary steps is to sketch a maturity model of your L&D plan of action and then map your strategies in line with this model. Secondly, organisations have to keep it simple by focusing on the core, critical skillsets that need to be urgently imbibed by their workforce. And finally, innovation. Creativity adds value to today’s learning interventions and enterprises must use mixed formats, backed by a game-based theory to create that impact. 

Intelligent investment in LearnTech

If technology is broken down into three parameters: easy automation of workflows; data analytics, and capturing data insights, which direction should L&D leaders be walking towards more? The answer however is a lot less simple than one would expect. Basic technology adoption is fundamental and learning has to be automated to accommodate flexible working and learning practices today. Technology when used intelligently can unlock your people’s potential and guide them to the unexplored terrain of growth be it skill-building or productivity.

Additionally, with the emerging importance of ROI as a result of increased investment in growth, one has to really build assessments of the learning journeys they designed. Metrics such as NPS and GPS will be a vital indicator, especially as organisations scale their virtual learning journeys. One really has to regularly evaluate their learning journeys because when intelligent investments are made, the learning curve can really be shortened, and your people can pick up critical skill sets at a faster pace.

Driving adoption with proof of concept

Change management is the key to unlocking the adoption of new-age learning solutions because leaders really need to sell their learning platforms in order to reap the desired benefits. They really need to showcase an initial win, an early proof of success for a successful sale. As AI simulated learning becomes more efficient and impactful in today’s L&D interventions, a strong human touch is equally vital to building that learning culture. And finally, reducing cognitive load when rolling out self-paced learning platforms. The intention is to keep your employees engaged and enthused about learning at the end of the day.

The world of learning is truly changing to keep pace with the evolving skill demand. And while investments in learning technologies are on the rise, organisations will find successful outcomes only when intelligent investments are made, with the motive to invite learners to grow at their own pace while also meeting the market demand for new competencies.