It’s critical to mind resource and investment gap of corporate learning to enforce a holistic resource management discipline to unlock the organizational performance, potential, and competency.
With the exponential growth of information and abundant knowledge, corporate learning is a differentiated business competency and culture shift. One of the main barriers to corporate learning is the business resource. For the long term business success, it is essential for the entire company to be pulling in the right direction, break down resource bottleneck, improve learning agility, and maximize the digital potential of their business.
Resource management becomes a bottleneck for developing corporate learning intelligence: There are different types of resources such as funds, physical assets, people, information, reputation, resources of the individuals who comprise the firm, such as knowledge, education, training, insights, experience, etc. Organizations have limited resources, many businesses took a big bite of resources to keep the lights on, only left very little for catalyzing innovation and building corporate learning as a unique business competency which directly impacts the strategic movement of the company.
Thus, often resource management becomes a bottleneck for developing corporate learning intelligence. The strategic goal of corporate learning is to develop core business competency. How resource allocation is determined should be understood by important parties. An effective resource allocation scenario helps to get all related people involved, take advantage of resources effectively, optimize cost, set priorities, and keep the process transparent in order to build a high intelligent organization.
From managing people as the human cost to treating humans as resources to investing in people as the capital: People are always the most critical asset of the business, but often the weakest link. The digital era upon us is people-centricity. The true value of people, especially today’s knowledge workforce include many tangible and intangible factors, and their value can be increased through their learning agility and problem-solving competency. When an organization is making a seamless management shift from managing people as the human cost to treating humans as resources to investing in people as the capital, they are on the right track of shaping high-intelligent and high performance digital business.
Human capital is the skills, knowledge, and experience gained in an organization by people that represents a value investment or resource to that organization. Collectively, to keep knowledge update, people should think of knowledge sharing as something they gain, rather than lose. In fact, training and corporate learning is a significant part of digital talent management; it is an organization's commitment to effectively managing the flow of talent to achieve the strategic goals of the business. Digital organizations should take the continuous practices of identifying, acquiring, developing, deploying, and retaining well-qualified people throughout an organization and cultivate the business culture of learning.
Rebalancing resources and redirecting people to learn and achieve for reinventing the business to get digital ready: With the mixed bag of new information and outdated knowledge, digital organizations and their people must learn through their interactions with the business environment continually for adapting to changes promptly. Successful capacity planning and resource management are critical to ensure that resource is available before they are needed. Rebalancing resource helps the organization take advantage of resources effectively, optimize cost, and strike the right balance of “running, growing and transforming” business steadfastly.
Thus, often resource management becomes a bottleneck for developing corporate learning intelligence. The strategic goal of corporate learning is to develop core business competency. How resource allocation is determined should be understood by important parties. An effective resource allocation scenario helps to get all related people involved, take advantage of resources effectively, optimize cost, set priorities, and keep the process transparent in order to build a high intelligent organization.
From managing people as the human cost to treating humans as resources to investing in people as the capital: People are always the most critical asset of the business, but often the weakest link. The digital era upon us is people-centricity. The true value of people, especially today’s knowledge workforce include many tangible and intangible factors, and their value can be increased through their learning agility and problem-solving competency. When an organization is making a seamless management shift from managing people as the human cost to treating humans as resources to investing in people as the capital, they are on the right track of shaping high-intelligent and high performance digital business.
Human capital is the skills, knowledge, and experience gained in an organization by people that represents a value investment or resource to that organization. Collectively, to keep knowledge update, people should think of knowledge sharing as something they gain, rather than lose. In fact, training and corporate learning is a significant part of digital talent management; it is an organization's commitment to effectively managing the flow of talent to achieve the strategic goals of the business. Digital organizations should take the continuous practices of identifying, acquiring, developing, deploying, and retaining well-qualified people throughout an organization and cultivate the business culture of learning.
Digital workforce today has to learn and relearn all the time. The skills that made you successful in the past may not necessarily make you succeed in the new world if you do not continue to learn, relearn, re-skill, and build the next level of capabilities, and then apply those lessons to succeed in new situations. Therefore, the talent management, information & knowledge management, and resource management needs to be integrated into a holistic approach to maximizing collective human potential, and ensure people with the right capabilities are in the right positions to solve the right problems.
When resource management becomes a bottleneck for organizational learning and digital transformation success, no wonder companies across the vertical sectors get stuck going nowhere. Organizations have limited resources, it’s critical to mind resource and investment gap of corporate learning to enforce a holistic resource management discipline to unlock the organizational performance, potential, and competency. It’s important to create a business context in which people are encouraged to learn, empowered and respected to create the business synergy that is the essence of the business harmonization.
When resource management becomes a bottleneck for organizational learning and digital transformation success, no wonder companies across the vertical sectors get stuck going nowhere. Organizations have limited resources, it’s critical to mind resource and investment gap of corporate learning to enforce a holistic resource management discipline to unlock the organizational performance, potential, and competency. It’s important to create a business context in which people are encouraged to learn, empowered and respected to create the business synergy that is the essence of the business harmonization.
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