The Learner Voice: Part 3
L&D professionals around the globe are hungry to create a learner-centric strategy that puts staff at the heart of their activity. What can millennials teach us about supporting learning in the workplace?
The focus on today’s younger generation joining the workforce has provided a renewed vigour for L&D professionals to review their current provision. They are looking to modernise learning to address the perceived needs of a new generation of demanding and digital workers.
Despite good intentions and an increased proliferation of technology being used in learning, our vision for change seems to be continually out of reach. Why is that?
This third Learner Voice study challenges our perception that millennials learn differently from other workers. It also highlights that our staff are more self-directed that L&D give them credit for.
As we support self-directed learners, L&D have the opportunity to support and encourage a culture of learning that allows organisations to be responsive, agile and successful.
The Learner Voice series aims to help L&D leaders challenge assumptions about workplace learning, whilst identifying new opportunities to connect with and engage their staff.
What you’ll learn in this report:
- How are staff actually learning what they need to do their jobs?
- What motivates today’s self-directed learner?
- How digitally confident are today’s knowledge workers?
- What is stopping engagement with online learning?
In The Learner Voice: Part 3, we look at a random sample of over 4,700 workers who took part in a Learning Landscape Audit from Sept 2015 to Sept 2016, to consider the question: what can millennials teach us about learning?
We found out that learning innovation is for the majority, not just millennials and that staff are more self-directed in their learning approaches than most L&D professionals believe. We share these critical insights to show L&D professionals how to build a truly learner-centric strategy that can support an agile, responsive learning culture, critical for future success.
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As learning professionals, we want to design interventions that lead to lasting change. Shifting behaviour involves a process that continues long after the programme finishes. Our research has shown that mature learning organisations are more successful at integrating learning and work, but they don’t abandon formal learning. One of their strategies is to design learning campaigns and programmes that build and encourage new habits.
In the final installment of our ambassador round up series, we speak to Peter Casebow, CEO of Good Practice, about his thoughts on the Transformation Curve.
In order to achieve true and lasting transformation, organisations need to take it one step, one stage at a time, says Piers Lea, chief strategy officer at LEO and Learning Technologies Group plc, and a Towards Maturity ambassador. It’s also what the latest Towards Maturity benchmark report ‘The Transformation Curve’, says when it outlines the four stages of maturity – Optimising Training, Taking Control, Letting Go and Sharing Responsibility.
L&D is in the midst of a rapid transformation driven by fundamental changes in work, the workforce and the workplace. In this fast-changing environment, how can we embed successful leadership development to future-proof our organisations and gain a competitive advantage?
Read about the two things that Ken Govan, from our ambassadors Cegos, particularly likes about ‘The Transformation Curve’, the latest Towards Maturity benchmarking report.
What does L&D’s relationship with data look like today? With over 150 L&D leaders from a variety of sectors and organisations of all sizes taking part in the Towards Maturity L&D Data Pulse, this report analyses why it is important to use data effectively and outlines pathways to success and real impact.
At a time when L&D are talking about UX and learner centric design more than ever before, their staff have unprecedented access to technology and communities.
This new report, In Focus Driving Performance & Productivity: Why Learning Organisations propel and sustain more impact, supported by the CIPD, investigates how L&D in high performing organisations connect with business leaders, engage learners, and in turn promote a culture of inclusion.
4 lessons from charity sector organisations with high learner engagement that help you improve productivity, staff retention, and organisational culture.
This unparalleled time of change for organisations offers a great opportunity for L&D to shift from delivering courses to delivering strategic value. This report maps out the destination – and the roadmap of how to get there.