Making sure you have the right people to train may seem like a blindingly obvious statement. Yet it is not unusual to find a disconnect between the way that recruitment is done and the learning function.
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Topic: Strategy, Alignment and Planning
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The world of corporate learning is undergoing the most radical transformation in a generation. The impact of new technologies, the onset of the Fourth Industrial Revolution and sweeping demographic changes are placing a new set of demands on training.
Today’s workforce is on the move. Between flexible hours, remote employees and global teams, organizations need extra bandwidth to go the distance and meet the training needs of a dispersed workforce.
Through our years of research on what makes a great training organization, we’ve identified eight core capabilities of high-performing training organizations.
When we found out the central theme of this issue was “strategic alignment,” several executive acquaintances flashed through our heads. None was more prominent than the image of David Brennan.
On the surface, “strategic alignment” is easy to understand It simply requires that people executing a business strategy be on the same page.
Working for a global organization oftentimes means working on projects with people from around the globe who have very different skill sets and backgrounds.
In the corporate context, we sometimes allow ourselves to default to the state where strategic alignment means we deliver the program that a leader suggested.
“Lifelong learning” sounds great, but if you’re learning something you’ve already covered or that’s not relevant, you’re just spinning your wheels.
SAP SE today announced that it has collaborated with the European Research Center for Information Systems (ERCIS) to create a maturity model that enables companies to assess, track and develop the critical digital skills their workforces will need.