In a disruptive environment where everything is constantly changing, learning organizations need clear strategies on people, processes and technology to drive short- and long-term company strategy. This includes strategic learning and career interventions to help existing employees build new skillsets or update existing skillsets. This also means installing technology, tools, processes and programs that allow a company to adapt to changing business needs by quickly identifying new skill needs, assessing gaps and putting interventions in place to build the needed skills.
When future-state business and learning requirements have not been defined, our Enterprise Learning Assessment® (ELA) model is used to create a roadmap to achieve the desired outcome for the strategic intervention.
Once future state requirements have been defined, we use the process defined below to build the future-state solution and then operate and continuously improve over time.
The outcome of ELA is a defined engagement plan to implement the future-state solution.
Download InfographicThe initial phase is dedicated to ideation and coming up with strategies to address learning priorities that align with business priorities. This could be a mix of upskilling and reskilling strategies to address skills gaps or future skill needs as well defining the technology, processes, and infrastructure required to support this transition. The outcome of this phase is a clear roadmap that covers high-level learning plans aligned with the skills and competencies identified for specific roles within the business.
The next step is the design and development of the actual learning interventions – this means deriving individual learning plans and interventions from the roadmap. These interventions not only cover learning but also include opportunities to practice these skills on the job.
The next phase involves the deployment of the learning interventions whether it is through an integrated portal or a phased approach to learning delivery aligned with the capabilities and constraints of the audience and the maturity of the technological infrastructure.
As organizational and business priorities change, learning strategy can never follow a one and done approach. Learning strategy must continue to monitor the current and future state of alignment between learning priorities and business priorities to ensure an agile workforce that is ready to take on new challenges.
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