Learning and Development: Past and Present
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The document discusses the evolution of learning and development (L&D) practices from before the COVID-19 pandemic to the present, highlighting the impact of technology and the need for personalized experiences. It emphasizes the importance of adapting to current organizational challenges and adopting a dynamic approach for skill development. Additionally, it addresses the demand for skills in the Gulf and the significance of performance indicators for enhancing market share and operational efficiency.
Learning and Development: Past and Present
- 1. LEARNING AND DEVELOPMENT Past and Present
- 2. A BIT OF STRUCTURE 1. Before COVID: The impact of learning and development interventions. 2. And now what? • Current organizational challenges. • Impact of technology on workforce. • Performance: starting with the end in mind. • Adopt a dynamic and agile development approach. 3. Demand for skills in the Gulf
- 3. BEFORE COVID Timeliness of Training Intervention s Ability of SME Right Training Level Functionality of What is Learned! Learning Methods, Tools, and Technology Traditional T&D is not obsolete. It’s just incomplete.
- 6. CURRENT CHALLENGES The economy will un-pause and eventually things will go back to normal. Focus on planning with emphasis on efficiency and effectiveness of operations and individuals.
- 7. IMPACT OF TECHNOLOGY ON WORKFORCE
- 8. STARTING WITH THE END IN MIND Behavioral Indicators Able to analyze and interpret AI data, advise operations and contribute to development of commerce channel for product X. Able to manage key accounts and advise supply chain to anticipate needs, and advise on cost efficient… Able to enhance market share by utilizing various advertising and marketing channels % of increase (compared to LY) in sales of product X % of increase (or improvement) in brand equity Rate of growth in market share (of product X) Performance Indicators
- 9. DEVELOPMENT: A DYNAMIC APPROACH Exposure Scenario Planning St. Development WF Analysis Education Tacit Knowledge Push versus Pull Focus Experience Cross Functional Teams Develop Simulations Involve Stakeholders Environment Access to Information Integrated Systems
- 10. INCENTIVES TO LEARN: DIFFERENT PERSPECTIVES For Organizations For Individuals Incidental/Reten tion 1990’s 2000’s 2010’s Performance Improvements Transformation Reward Career Progression Stay Fit Digital Solution Data AnalyticsSynergies Core Op. Resilience
Editor's Notes
- #3: A bit before COVID… The role and struggle of HR departments to design and solicit interventions and the impact of those. And now what?... this section sheds the light on how the HR learning functions should behave. This section is to include information about how to: Present organizational challenges. Impact of technology on workforce from a skillset perspective Starting with the end in mind...Performance Adopt a dynamic and agile development approach. The Gulf organization… A brief about gulf public and private sector organizations, their evolution over time, and consequent demand for skill.
- #4: Incomplete Mode. The concept is that we observe to determine challenge, analyze to extract root cause, design a solution and apply it for all. 772 people surveyed all over the world. Employees that participated were beneficiaries and managers of those and most respondents worked in companies of over 10,000 employees
- #7: Individuals employees will race to reskill themselves to improve their agility and autonomy and hence maintain a job. Redesign processes, determine needed skills and those to be acquired and implement
- #8: Higher cognitive skills includes quantitative analysis, critical holistic thinking, complex information processing and interpretation in addition to creativity. In other words, a sales profession used to take orders and maintain records will have to prepare contracts, manage stock, anticipate demand using several leading indicators, work with commutation department for marketing, with production for product development…etc. new skills and higher level of analysis is to be acquired.
- #10: Decathlon has started with that in France and worldwide to redefine their product design and how it can contribute to the wellbeing of their customers
- #11: Nationalization is directly related to fit individuals replacing expatriates to handle day to day operations. The first wave for erosion of skillset form the area. Vision realization is transforming organizations to be able to execute visions developed by countries for digital and non digital related revolution In the past 3 years we have trained more than 1300 employees. on average 300 per year (15 % of our yearly trained pool of individuals on Supply chain and logistics topics including CILT) Nationalization
- #12: The Cooperation Council for the Arab States of the Gulf (Arabic: مجلس التعاون لدول الخليج العربية), originally (and still colloquially) known as the Gulf Cooperation Council (GCC, مجلس التعاون الخليجي), is a regional intergovernmental political and economic union consisting of all Arab states of the Persian Gulf except Iraq, namely: Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, and the United Arab EAll current member states are monarchies, including three constitutional monarchies (Qatar, Kuwait, and Bahrain),[5][6] two absolute monarchies (Saudi Arabia and Oman), and one federal monarchy (the United Arab Emirates,.[2][3] The Charter of the GCC was signed on 25 May 1981, formally establishing the institution.[4] Formulating similar regulations in various fields such as religion, finance, trade, customs, tourism, legislation, and administration. Fostering scientific and technical progress in industry, mining, agriculture, water and animal resources. Establishing scientific research centers. Setting up joint ventures. Encouraging cooperation of the private sector. Strengthening ties between their people.