The world is changing. Every minute, the new world of work reminds employees that learning is the new earning and for that, it’s important to find the right kind of solutions to learn. In that regard, it’s important to understand what kind of skills are needed to develop and from where the right of resources can be leveraged.  

In an interaction with People Matters, Jindal Stainless’ AVP HR Dr. Rajeev Ranjan shares some light on how to set up a learning culture in the organisation, delivering skill-development policies, keeping  up with technological & learning advancements and more.

Skill-building amid the continuing uncertainty comes with a lot of blockades. What are some of the challenges that you foresee in today’s environment?

An organisation’s vigour for its people’s skill development is directly proportional to the level of commitment people hold for that organisation. An employee-centric set of policies that empower them to hone their skill set cements a culture that invites fearless idea-sharing and communication. Talking of uncertainties, a skilled workforce is exactly what an organisation can rely on to deliver results while swimming against the flow.

Having said that, keeping up with the pace in the face of adversity, such as COVID-19 or a VUCA world is tough. When fear runs high, the need for courage runs higher. It is then the duty of the organisation to lead from the heart, and not just the head. It calls for the organisation to ensure a sense of belonging for its people. 

As of today, companies are more or less accustomed to the random digital shift that was forced upon them during the initial COVID-19 period. However, in-person interactions during skill development seminars and workshops continue to be sought after. This is because limiting ourselves to monitor and mobile screens artificializes experiences. Online learning, as much as today’s ‘thing’ it may be, cannot simulate an agile learning like that of a classroom. 

Learner engagement is the top area of improvement for virtual training in 2021, according to a study. How can organisations abate burnout from learning and improve engagement?

The way we see it, learning happens when there’s an ‘aha’ in learners’ minds. It is aimed towards realising the idea of discovering something new within learners. Applying the ‘70:20:10’ learning methodology makes online learning simpler. This method dictates that 70% of our learning comes from on-the-job experiences; 20% through feedback and peer-to-peer learning, and the remaining 10% comes from a blend of self-paced and Virtual Instructor Led Trainings (VILTs). Gamifying learning modules has also proved to be an interesting and successful technique. Strengthening each of these verticals can help an organisation develop agile, emotionally connected, proactive, and curious workforce in today’s time.

Aligning the skills that workers want to imbibe in the post-pandemic world with the most in-demand skills is huge in itself. How can organizations fast-track the skilling process and gauge the effectiveness of their learning programs?

An efficient way of fast tracking learning is making the modules digitally savvy. Not only does it help make the learning process more universal, but also helps organisers analyse performances in real time. Apart from this, learning has to be personalised for different employees. It is important to acknowledge what piques their interest and what tools are best suited for their specific learning. Inviting professional trainers for exclusive workshops can help provide level-specific learnings for various employees.

Given the fast-paced technological advancements, it is important to understand that upskilling yourself is no less than a compliance for a professional, instead of being just a choice. 

As an HR Leader, what do you think is the main ingredient for creating a continuous learning ecosystem in an organisation?

Understanding each employee’s ‘unique learning path’ is the key. No matter how many learning modules an organisation brings in, they are only effective if they address the needs of its employees. Moreover, training has to be in sync with the career growth of employees. The performances should also be continuously reviewed in order to establish future task indicators as per increasing proficiency levels. 

What will be your advice to fix the larger skills gap to prepare for the future?

Continuous exposure to digital learning modules, along with in-person sessions if possible can help set a precedent for future employees in organisations. These modules should address a mix of competencies- technical and fundamental. A robust communication among stakeholders and regular feedback on the experience of employees are essential for improving modules and bringing them at par with organisations’ needs. Along with this, one should not forget the aim of introducing learning modules that improve employees’ future employability.