Innovativelearning

Corporate learning and training is a significant part of digital talent management and people management.

We live in the information and knowledge economy, continuous learning is not only a requirement but also a great habit to keep the business professionals mind fresh, knowledge updated, skills relevant, etc. An organization's philosophies, core values, and organizational objectives drive learning and development. 

Due to exponential growth of information, the knowledge life cycle is significantly shortened in the digital era. The digital workforce today has to learn and relearn all the time, learning and development occur when it is encouraged and supported by Senior Management. Talent management is an integral component of people management to improve business competency and unlock business performance.

Learning, experiencing, training, are all important to develop capabilities, integrate a set of capabilities into core competency: Investing human capital, tapping collective human potentiality is an important business activity to drive business growth. People development is a continuous effort to groom the right talent for the business’s long-term prosperity. Employee development plans should be done with employees and not against them. Raw talent, knowledge/expertise, accumulated experience, trained skill sets, plus soft elements such as inspiration, motivation, disciplines, prioritization, persistence, time management, etc., all crucial to shape a differentiated professional competency.

People management includes people and skills development, aligning people to organizational vision and values, succession planning, engagement and retention strategies through enlightened leadership and management practices. There is a different talent requirement to fit in different positions and different talent focal points to fit in different organizations at the different stage of the business development cycle. From a people's potential development perspective. Each organization must be able to articulate clearly what constitutes “talent.” What talent development can and should do is to provide the opportunities for people to hone their talents and develop their skills, train them well and align the employee’s professional goal with the strategic business goal.

Adapting learning and continuous improvement involve information analysis, defining areas to be improved and a measurement scale for the culture improvement: Continuous improvement is performed in collateral activities, meaning that people step out of their daily work to perform specific improvement activities. To encourage learning and make learning more fun and effective, the current e-learning platforms and social learning concept can be quite advantageous if used correctly and make learning more personalized and flexible to fit your lifestyle. Besides that, activities for intellectual stimulation such as debating or brainstorming to generate fresh ideas, or job rotation, intrapreneurship, etc, are all value added for talent development.

It’s important to create a working environment in which the growth minds get encouraged, positive energy flows frictionlessly; and continuous improvement gets recognized. Talent management and corporate brand management mutually reinforces each other. If the organization has a strong brand name, it is easier to attract talent than to find it, the challenge for organizations is to attempt to become an "employer of choice." It requires outreach and constantly being on the lookout for opportunities to raise your profile where it can be most productive. Not only skills and experience counts here but more importantly, the corporate "DNA"-builds a culture of continuous improvement.

Talent development needs to be integrated with performance management: It’s an organization's commitment to effectively managing the flow of talent to achieve an organization’s goals and investing in people to ensure the brighter future of the business. Human capital management should be a continuum of practices for identifying, acquiring, developing, deploying, and retaining talented people throughout an organization effectively in order to build the future needed professional competencies today. Strategic workforce planning requires applying analytics tools and other emerging technologies to integrate disparate planning sources and gain a comprehensive knowledge of the organization's collective talent requirement, capability alignment, people insight, and performance indicators.

When thinking of people as human cost or human resource only, organizations only focuses on the bottom line to keep the lights on. Human Capital does make more sense within the context of the goals of a company especially when you consider human capital is the largest intangible asset of a company. The true value of people, especially today’s knowledge workforce, includes many tangible and intangible factors, and their value can be increased through their learning agility and professional career journey. Human capital management as coaches should know the mindset, attitudes, behaviors that need improving, keep developing their people via proactively guiding, advising and motivating.

Continuous learning and training become more important in the digital era. Corporate learning and training is a significant part of digital talent management and people management. It is an organization's commitment to effectively managing talent flow to achieve the strategic goals of the business and make a significant impact on the organizational growth and effectiveness in the long term.

Posted in: Learning,Talent Master