Leaders are essential to corporate survival in the digitized world, and “new-collar” workers will be the norm in just a few years. For L&D, one of the greatest implications of these changes lies in the need to enable leaders across the enterprise to drive a continuous and engaging learning culture, especially for large, global organizations. So, how can L&D enable its company’s leaders to drive this culture of continuous learning and employee performance? How do new technologies and platforms play a key role in this process? How can your company’s learning function become truly agile without compromising on the science of learning and the learner experience?

Disruption is a tsunami, and if change is uncomfortable for leaders today, then they may find themselves swallowed up in the wake tomorrow. But where do leaders draw the line between having to drive change in their organization and asking for support from HR and learning teams? Leaders need to be able to focus on disruption opportunities in the marketplace, so there is an expectation that their company’s systems, processes and people will help them do so without a lot of pain.

This expectation gives HR and L&D professionals the opportunity to support business leaders by implementing transformational change that is geared toward creating a culture of continuous learning and self-directed career development, enabled by quality data and orchestrated systems of engagement that enhance the employee experience. However, it is still incumbent upon leaders to understand the reasons why these transformational changes are needed, so they can use their executive presence to talk about the goals of the change with their teams and how it will impact the business’ success.

By now, your organization should be looking at how well your people systems deliver personalized data to every employee. Personalization will empower each individual to understand what they are currently doing for their company, what their company actually needs them to do and tools for how they can align themselves with work that will have business impact.

Leaders also need visibility into that picture. Work that has impact is key, because businesses need uniquely skilled and experienced people who can create a digital future. Those skills and experiences should lead to adequate compensation and hiring decisions and succession and redirection plans to create a renewable workforce. The marketplace has been changing so quickly that there is a shortage of the unique skills and experiences needed to help businesses scale their products and services to their customers.

It’s an interesting time to be in L&D, and it’s a harrowing time to be a leader. L&D professionals should get to know their leaders by empathizing with them and speaking their language. Those learning leaders who do so will make the best decisions when it comes to creating transformational change – change that will build an environment of continuous learning upon an orchestrated, people-centered ecosystem to support a modern workforce.

Want to learn more? Join Jacqueline for her session at the free upcoming TICE Virtual Conference: Leadership Training, the Driver of Organizational Performance.

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