How do you define strategic learning? How does your organization upskill, reskill, and retrain employees?
Did you know? Only 57% of the 350 HR pros we surveyed report they use their payroll or HCM systems to store data on training and development. Even worse: Many HR teams are still keeping track of who learns what on paper. Yes, paper.
Clearly, we have a long way to go when it comes to leveraging the technology and tools used to support the training of our people — and how we keep track of that training. And our recent transition to remote working only serves to give this issue an even higher sense of urgency.
Our Guest: Dickens Aubourg of Paycom
On this episode of #WorkTrends, I welcomed Dickens Aubourg, Director of Client Learning at Paycom. We talked about the need to make employee training — reskilling, retraining, and upskilling — a key business strategy. As we already know, developing from within has always been a smart approach. But it makes even more sense in the context of today’s remote workplaces. The first question I asked Dickens: “Do you see a gap in terms of how learning and development is being delivered, and what is required?”
Dickens didn’t pull any punches with his response: “I do, Meghan. I see a gap in how training is delivered and defined.” Dickens explained: “Learning is happening all the time within the workplace. So, it’s important to also recognize informal learning. After all, informal learning coupled with formal learning creates the knowledge and the experiences employees and leaders need to drive business impact and results.”
Our insightful guest’s next thought perfectly summed up the challenge many companies face when building a strategic learning program, especially for top performers: “True learning happens when it’s engaging through the work we do every day,” Dickens said. “That form of learning brings context and relevance. There has to be that connection, that collaboration. And we’re seeing that emerge in learning-focused HR products and platforms.”
The Key to Strategic Learning: HR, Upskill Thyself
Sensing Dickens and I were on the same page, I asked him about what I see as a disconnect between the importance of continuous development of existing talent and the need to hire new talent. As I told him, iit seems like HR, recruiting teams, and L&D need to sit down and have a serious talk about the need to upskill, re-kill and retrain employees. He agreed: “This is so important and relevant. Especially right now, when so many organizations and companies are dealing with a post-pandemic rebound. Now, organizations not only need to survive this pandemic… they once again need to thrive.
“And in order for you to thrive, you have to be nimble enough to seek out new approaches. You have to incorporate new technology and new tools.” Dickens is so right. We in HR can’t keep doing things the same old way.
In order to upskill our employees, we must first upskill ourselves.
I really enjoyed this conversation with Dickens Aubourg. I know you will too. Listen in. Then decide how your HR team will up your organization’s upskill, reskill, and retrain game.
Find Dickens on LinkedIn.
This podcast was sponsored by Paycom.