The Future of Work is Here: Free Masterclass on Upskilling & Reskilling Your Workforce
In this episode of the Digital Adoption Show, host Neha Smriti introduces a masterclass on upskilling and reskilling the workforce, featuring experts Dr. Hannah Gore and Teresa Rose. Dr. Gore has 25 years of experience in L&D, HR, and recruitment, having led global initiatives and developed content for millions of learners. Teresa Rose, with 15 years of experience, has a rich background in organizational and people development, including roles in sales, HR, and digital transformation.Teresa's journey began as an antique dealer and transitioned through retail management and sales before moving into HR and learning design roles. She emphasizes the importance of using data and insights to identify skill needs and ensure alignment with organizational goals. Hannah shares her experience across various sectors, highlighting the importance of understanding industry specifics and the distinct needs for upskilling (refining existing skills) versus reskilling (learning new skills for new roles or technologies).Both experts stress the significance of continuous data evaluation and adapting learning strategies to align with business objectives and technological advancements. They advocate for a holistic, data-driven approach to workforce development, ensuring that organizations remain competitive and their employees are equipped for future challenges.The conversation began with a consensus on the importance of data in defining learning and training (L&T) initiatives, emphasizing the need for personalized approaches based on organizational needs and employee data. The discussion highlighted the industry-specific nature of upskilling and reskilling, using the example of transitioning to a new CRM tool, which requires different strategies for employees who are either unfamiliar with the existing system (upskilling) or need to learn the new one (reskilling).Hannah underscored the importance of integrating professional development into performance reviews, suggesting that development should be a primary focus rather than an afterthought. She advocated for a dual culture of learning that is both top-down and bottom-up, encouraging a proactive and supportive environment where professional growth is prioritized.Teresa echoed Hannah's points and introduced an equation for performance: Performance = Ability (skills) + Motivation + Opportunity (provided by the organization). She shared her experience with DNV, where pre-COVID upskilling and reskilling efforts enabled the organization to pivot successfully during the pandemic.Hannah also provided an example from Eon, detailing a comprehensive project that involved co-creating with managers and colleagues to develop a people management framework. This initiative focused on new ways of working, behavioral indicators, and continuous monitoring and updating based on feedback, ensuring the changes were embedded into the organization's culture.Both highlighted the importance of senior leadership support, continuous engagement, and practical, real-world application of skills to create a sustainable learning culture within organizations.In their continued conversation, Hannah and Teresa delve deeper into the specifics of leadership development and its impact on organizational success. Hannah highlights her pride in the three-tier leadership program at QS, inspired by her experience at the Open University, which emphasizes open entry and accessibility. She outlines the tiers: Emerge for non-managers, Advance for line managers, and Propel for senior leaders, stressing the importance of peer learning and critical thinking.Hannah explains how the program fosters reflective practices, critical thinking, and awareness, skills she considers essential for effective leadership. She details the structure of the program, which includes workshops, reflective toolkits, LinkedIn Learning pathways, and immersive AI experiences with Metasim. The program allows participants to progress through the tiers, gaining comprehensive leadership skills applicable to real-world challenges.Teresa and Hannah then discuss metrics and the importance of aligning learning initiatives with business goals. Teresa emphasizes the necessity of strategic-linked metrics and involving business stakeholders in the evaluation process. Hannah echoes this sentiment, underscoring the need to measure what matters to the CEO, such as profitability, growth, and employee retention. They agree that learning and development must be integral to the business strategy, not a separate entity. Both emphasize the critical role of data in demonstrating the ROI of learning programs and securing executive support. They conclude by stressing that effective L&D is crucial for organizational resilience and success, urging a closer integration of L&D with overall business strategy.
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