The advent of social media and artificial intelligence has disrupted the learning industry. What didn’t change, though, was an individual’s inclination to learn. Josh Bersin, a renowned L&D trainer with decades of experience says that we are entering the Renaissance era in the L&D industry. 

Here are three critical steps through which L&D can support digital transformation of organizations: 

Enable networking between multi-disciplinary teams 

In the last few years, the number one human capital demand has been the need to change the way the function is organized to enable it to operate digitally. HR leaders need to put in place multidisciplinary teams and consider them as learning units.  Leaders should continually provide intelligence and constantly learn from their teams on the ground because they are the ones leading the battle of change. 

HR leaders need to help businesses become more decentralized and network-oriented to facilitate a smoother exchange of learning and information. Since most jobs in the future will be hybrid in nature, and employees will take on new roles at regular intervals, L&D professionals must build an organizational framework that allows everyone to learn and reinvent with confidence. 

 Apply micro and macro learning effectively

Consider the fact that the average employee has just 24 minutes to spare in the entire week for learning, it is no surprise that the concept of micro-learning has made significant progress in training and skilling the workforce. The need for micro-and-macro learning varies significantly over the course of an employee's career. Typically, when someone is starting a new job, they undergo intensive learning as a part of a dedicated training program (macro-learning), and with time, they begin to stop learning new skills and things. During this period is when micro-learning can be most effectively used to stimulate the individual at regular intervals without disrupting their everyday workflow.

Another benefit of micro-learning is ‘spaced learning.’ Research has shown that frequently reviewing information and data improves its retention, and micro-learning tools can be used to help employees revisit topics that they might forget. 

Design a seamless learning architecture 

The learning architecture of an organization comprises of two elements; the tangible tools and systems used and the intangible culture that promotes their usage. To support the organization’s digital transformation, L&D leaders must pay adequate attention to both. To select the best tools and systems, HR must realize that traditional learning management systems were designed to simply administer information and training, not ensure engagement and retention. 

Today, no one learning platform can help cultivate the right learning experience, delivery, micro-learning, assessment tool, and curate a content library. In other words, a set of tools that facilitate learning have to be used in tandem with another set of connected tools that help in related critical functions. A digital interface with these systems will be indispensable to allow easier access and help everyone find what they need at the right time.

The second component of a capable learning architecture is an engaging learning workplace culture and environment. Leaders and trainers must understand that employees will not undertake learning using digital tools simply because they exist. They need to be motivated with the right rewards, by telling the right stories and by allowing people to share their learning, by providing the opportunities and time to learn. 

Leaders in such organizations invest in their people and understand that organizational success is tied to the success of the people. They provide their employees with the freedom, time, flexibility, and tools required to keep learning and bettering themselves.