Another insightful webinar, this time looking at how learning systems and content are able to work together to deliver the onboarding, reskilling and upskilling necessary for success. This session offered a valuable look at the research conducted by Fosway and Go1 in partnership with the Learning and Performance Institute.
Host Michael Strawbridge, Global Head of Community from LPI, was joined by two guests, Johan Sloos, Head of Sales Benelux & Nordics at Go1, and Andreas Thorndahl, Head of Content at eloomi.
Andreas was first to present, opening with a poll that asked the audience, ‘do you have a skills taxonomy in your business that is updated regularly?’. Andreas pointed out that although he was not surprised 50% had answered no, 28% having said yes was higher than he would have expected, with 22% answering ‘partly’.
Andreas begins to delve into the two main challenges that he witnesses at eloomi when trying to keep a skills taxonomy up to date. One of the biggest challenges is the people themselves. The rate in which they change roles and teams, drop programmes or even leave the company is hard to stay on top of.
The second challenge is identifying skills needed within teams. With new systems coming into play, as well as new priorities, maintaining an up to date taxonomy on skills becomes very dynamic. He mentions their clients share a similar experience and therefore struggle themselves with upskilling and reskilling their workforce.
So why is it like this? The bottom line is that the world is moving and evolving at a rate so fast, especially technologically, that it emphasises the need for skills to be a greater focus on the agenda within the L&D space. Andreas explains that, of course depending on the complexity of the skills, it takes time to upskill a team, and he adds that 40% of current worker’s core skills are expected to change in the next five years.
Andreas goes on to reiterate that technology is something that changes exponentially and organisations change logarithmically. And so, with this in mind, what was the solution at eloomi? They focussed on L&D from both the business and employee perspectives.
First off, from the business perspective - what roles do I have in my organisation and what skills are needed to succeed in these particular job roles? At eloomi, they deployed a system in which you are able to assign job titles to employees and automatically send them all the training that is required that will help them succeed as part of their role. Andreas argues that this makes mapping out the skills across your whole organisation easier. Having said that, it isn’t enough to map everything, as you also need to take into account the employee perspective. It is crucial as part of this process to ensure the learner is engaged by getting them to evaluate two dimensions. The skills they have and the skills they need. Andreas adds that it is important to consider that the skills they do have might not be relevant to their day to day job role.
The skills they need, on the other hand, are twofold as these should include the skills the business have recommended, as well as the skills the employee themselves think they need but the business hasn’t taken into account. From here, the system will assign the employee training that is relevant which also helps the business to identify better and reveal skills gaps.
Andreas rounds off his presentation by providing an opportunity for the audience to download eloomi’s workbook, ‘What’s your skills success equation’, via a QR code, before handing it over to Johan.
Johan opens his presentation in a similar fashion to Andreas, with an audience poll. He asks ‘what problem is digital learning solving for you?’ To which, 5% responded that it reduces costs, 35% that it helped with learning at scale, but the most common response (60%) was that it helped reach a dispersed workforce.
This poll reflects similar findings from the Fosway research, with Johan pointing out that both reaching a dispersed workforce and scaling learning delivery were ranked in the top three problems that digital learning is trying to solve.
Delving into the Fosway research a little deeper, Johan goes on to show that cost reduction is no longer the primary driver for digital learning. Johan shares with the audience an anecdote around his conversation with the CLO of a large company, in which she admits that her biggest challenge in creating a culture of learning, is buy in from her own CEO. she hadn’t figured out their learning culture yet due to a lack of support from her CEO. Therefore, it is one thing to have all the tools and all the content readily available, but to make that come to life in a company takes a lot more effort.
Something else the Fosway research revealed was that digital learning in the past was very much used for compliance and that that is no longer the case. Previously, training was always made mandatory and always provided in video format, which isn’t always the most engaging.
Now digital learning is about driving skills and culture, more so than it is compliance. The two main driving factors of digital learning content within an organisation are upskilling and reskilling (70%) as well as enabling a learning culture (70%).
Furthermore, digital learning has been demonstrated to underpin the development of all workforce skills. Johan presents the main factors that the research respondents ranked as high priority for digital learning content, topped by Leadership and Management (59%). Johan suggests that this is most likely due to the fact that once decision makers and managers are trained, it will drive a certain culture as it trickles down into teams.
Finally, Johan rounds off the discussion with the opportunity to download the Fosway White Paper, before taking a few questions from the audience around strategies to drive learning engagement, as well as how to encourage buy-in from C suite.
Watch the webinar in full here: