L&D’s Playbook for the Digital Age , livre ebook

Association for Talent Development - Brandon Carson

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87 pages

English

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Build a Modern L&D Team

Organizations are facing an era of rapid acceleration. As new technology and digital strategies are integrated, workers at all levels will be required to build capability much faster than before, navigating more complex systems and processes. Yet, learning and development (L&D) has lagged in this area, as too many L&D functions still focus on transactional interactions across a broad and complex portfolio while starved for resources.

In L&D’s Playbook for the Digital Age, Brandon Carson makes the case that it’s time to reorient L&D, take a more proactive role in enabling the workforce, and create a new framework for developing skills and capabilities. L&D leaders must realize theirs is one of the most critical business functions and must be appropriately funded and resourced to realize the performance gains that are crucial to the business.

L&D cannot be caught standing still and, in fact, needs a new playbook to navigate the radical and complex transformation the digital age is demanding. Stemming from the sports world, a playbook ensures the players know their roles, connect as a team, and understand the winning strategy and how to execute the game plan. For L&D, a playbook can help build alignment across the team and with stakeholders by being flexible as business needs change.

Carson walks you through the steps to formulate how a new playbook could help the alignment of your L&D function—whether it’s restructuring, new skilling, or rescoping. He asks readers to speak the language of business instead of the language of learning. For example, does your workforce repair aircraft or do they enable safe flight? In other words, can you be the visionary your organization requires?

Sujets

Efficacité professionnelle

Efficacité

Business

Economics

Training

Employabilité, métiers et formations

Informations

Publié par	Association for Talent Development
Date de parution	06 juillet 2021
Nombre de lectures	0
EAN13	9781952157592
Langue	English
Poids de l'ouvrage	1 Mo

Informations légales : prix de location à la page 0,1750€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

© 2021 ASTD DBA the Association for Talent Development (ATD)
All rights reserved. Printed in the United States of America.
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No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, information storage and retrieval systems, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, please go to copyright.com , or contact Copyright Clearance Center (CCC), 222 Rosewood Drive, Danvers, MA 01923 (telephone: 978.750.8400; fax: 978.646.8600).
ATD Press is an internationally renowned source of insightful and practical information on talent development, training, and professional development.
ATD Press 1640 King Street Alexandria, VA 22314 USA
Ordering information: Books published by ATD Press can be purchased by visiting ATD’s website at td.org/books or by calling 800.628.2783 or 703.683.8100.
Library of Congress Control Number: 2021935306
ISBN-10: 1-95215-758-7 ISBN-13: 978-1-95215-758-5 e-ISBN: 978-1-95215-759-2
ATD Press Editorial Staff Director: Sarah Halgas
Manager: Melissa Jones
Community of Practice Manager, Learning Technology: Alexandria Clapp
Developmental Editor: Kathryn Stafford
Production Editor: Hannah Sternberg
Text Design: Shirley E.M. Raybuck
Cover Design: Faceout Studio
Printed by BR Printers, San Jose, CA
For Mom
Contents
Foreword
Preface
Introduction
1   The Three Forces of Change Driving the Digital Age
2   Reimagining L&D for the Digital Age
3   Driving Learning Value in the Digital Age
4   L&D and the Employee Experience
5   Executing Your New Playbook: Forecasting the Future
Afterword
References
About the Contributors
Index
About the Author
Foreword
By Bob Mosher
Standing still is not an option, and we can only imagine the disruptions ahead.
—DENIS POMBRIANT
We all recognize the central importance of technology and how it affects our businesses and our workforces. You could say this is an age of technological marvel—one that continues to bring a rapid revolution in the way we work, forever changing our expectations of that work and what it means. Out of this, the corporate learning industry finds itself on center stage, now a lead actor in this new movie with a serious role to play. There are heightened challenges, newfound responsibilities, and massive opportunities for L&D to enable the workforce to navigate this critical time and create real, measurable business value.
Critical challenges include:

•  Understanding that the technology issues we face are broad and require L&D professionals to have, and maintain, a certain level of expertise.
•  Understanding that technology alone does not guarantee the application of skills and increased performance of those whom L&D serves—applying new and innovative instructional design methodologies to a learning technology does.
•  Navigating and integrating the legacy, and often outdated, technologies that L&D has accumulated over the years is daunting and overdue.
New responsibilities include:

•  Addressing the complexity the digital age brings to the workforce.
•  Researching and applying new instructional design methodologies to today’s workflow and every changing learning technology ecosystem.
•  Considering adding new, or modifying existing, roles to an L&D team such as data scientist, performance consultant, and AI engineer, among other multidisciplinary competencies.
•  Helping organizations redefine what the new workflow is, and will continue to evolve to, over the next several years.
•  Adopting a performance-first mindset rather than one that defaults to training as the first, and often only, option.
We have so many opportunities in front of us as well:

•  Rethinking long-distance collaboration.
•  Increasing employee satisfaction by delivering more consumer-grade learning experiences.
•  Moving into the workflow to deliver embedded moment-of-need deliverables, thus reducing the training footprint and cost and adding more direct value to the business.
•  Rethinking antiquated learning design methodologies and replacing them with approaches that meet today’s ever-changing business landscape.
•  Leading the way in technology adoption and accelerating its impact on performance and return on investment.
The 2020 COVID-19 pandemic became a game changer for everything. Most L&D operations find themselves permanently altering how they design and deliver learning solutions to their audiences. I’ve been in this industry for 37 years, and I’ve never seen demands placed on a learner like we’re seeing today. In the past several months I’ve heard less talk around creating instructor-led classes and e-learning, and more demand for how L&D can rise up and support a learner, and an organization, that finds itself navigating a volatile workflow environment like never before.
The conversation is more about supporting and enabling performance at an ever-changing moment, not upskilling someone so they can perform down the road. There is no “down the road” anymore. The need is now! It’s no longer what’s nice to know—it’s all about what you need to do. Waterfall design approaches are being exposed as more outdated than ever, and a three- to six-month turnaround time on a training deliverable is unacceptable and impractical in a time when the rules can change on an hourly basis. That scenario isn’t what L&D has traditionally planned for nor was built to deliver on. L&D needs a newer, agile, and pragmatic strategy that rewrites the rules and realigns the L&D team in a more appropriate and applicable way.
In this book, Brandon Carson builds on his perspective that the digital age is forever altering how business gets done, thereby changing the role corporate learning plays in delivering business value. He states that our primary challenge is not about the technology trends we see day-to-day, but more about the people on L&D teams and their capabilities, the decisions they make, the methodologies they use, and the strategies they formulate to continue to navigate this often blurry and never-before-seen acceleration. He calls for us to create a new “playbook” for L&D and walks us through how to assemble one that focuses on how we truly bring an applicable solution and measurable return to the workforce and the businesses we support. I’ve seen one of his playbooks, and I guarantee you’ll find value by digging into his approach.
Preface
You better start swimmin’ or you’ll sink like a stone for the times they are a-changin’.
—BOB DYLAN
In my first book, Learning in the Age of Immediacy: Five Factors for How We Connect, Communicate, and Get Work Done (2017), I explored how the digital transformation was impacting our world, our businesses, and the workforce. I described how technological convergence was beginning to affect every area of our lives and soon would alter not only how we got our work done but also how we define work itself. The acceleration in technology, business, and how we work has continued, and we are reaching a precipice where we must begin to rethink how we build workforce capability. Now more than ever, it’s critical for companies to have the best, most capable talent at every level.
In this new book, I call for a wholesale reorientation of the learning and development function based on the dynamic forces that are requiring us to accelerate how we acquire, develop, and retain the workforce of the future. The ideas I set forth here expand upon those in the last publication by outlining a new playbook for how to modernize the workplace learning function for the digital age.
I began writing this book before the 2020 COVID-19 pandemic unfolded, and my focus was sharply on how the digital age was changing our work lives. Although the pandemic inserted itself into our global narrative about life and work, the premise I was focused on became even more relevant—the technological convergence is a key component of how we will future-proof our businesses and workforces. We must accelerate strategies to amplify the critical skills the workforce needs to perform through more innovative talent development strategies and through increased visibility and viability for the learning and development functions.
I’ve been in corporate learning for more than 20 years, and, like many tenured learning professionals, during that time I have witnessed transformations in how workers communicate, collaborate, and get things done. I’ve provided training solutions across modalities and leveraged new technologies, from classroom programs, laserdisc, and computer-based training (CBT) to the internet and almost everything in between. I’ve been a part of creating learning programs for as few as 25 people and as many as 400,000. I’ve been involved in creating learning strategies and implementing them across both small and large enterprises. This has required harnessing different methods to construct meaningful learning experiences and acquiring new skills and capabilities to do so. The shifts in our practice that have occurred over this time have been quite significant, and in some ways profound. We have one of the most complex tasks in the enterprise—building human capability. And the ways in which we do that have transformed more than once over the past few decades, requiring us to continuously learn and unlearn.
We know we can’t slow down the pace of progress or our race to discover new ways of working, but we must remain dedicated to keeping the humanity in work and keep a sharp focus on both the promise and peril of new technology. That’s just one reason why the learning and development function has almost overnight become one of the most important business strateg