Linda Ginac is a passionate entrepreneur and technology leader who is the founder and CEO of TalentGuard, a workforce skills management platform that unlocks complete visibility of skills, the intelligence to make data-led talent decisions and the ability to develop the highest potential in your workforce.
60% of organizations say they lack the technology ecosystem to effectively upskill and reskill, Brandon Hall Group’s Upskilling and Reskilling study shows. That’s why we partnered with TalentGuard on an eBook, Redefining Reskilling and Upskilling, that provides the keys to success.
There is no set reskilling strategy that can magically meet the needs of every business and every learner. In fact, the biggest challenge for most companies is figuring out what the “skill” part of upskilling and reskilling means.
The goal of a strong upskilling and reskilling program is to create a more resilient and agile workforce that can continue to be successful in an environment of new and changing roles. Brandon Hall Group’s Talent Management Maturity study found that 90% of companies believe a lack of talent mobility is a significant risk to the business, meaning they cannot reallocate talent resources to the areas where the business needs them most.
Brandon Hall Group Smartchoice Preferred Provider Totara Learning has developed an adaptive learning platform that is designed precisely for this new, transformative environment. Totara has assembled a set of solutions aimed directly at building skills and enabling talent mobility. Totara Learn is a next-generation LMS that does all the heavy lifting expected of an LMS, but with modern flexibility. Totara Engage is their take on the LXP which provides more opportunities for collaboration and learner experience of an LXP. They then round it out with Totara perform, a performance management system that helps tie together skills, learning and performance.
Taking a more personalized approach to learning is allowing companies to become much more agile in how they address skill gaps. There is a lot that goes into personalization, but ultimately, it can deliver much, much more. There are simple elements, like aligning the learning opportunities presented to employees with key information about them. Are they in a technical role? Or are they more in need of soft skills? What is their experience level? Their background? By pulling together everything we know about learners, we can deliver them what they need, rather than blanketing them in learning that could be redundant or irrelevant.
As companies look to an uncertain future filled with shifting remote/on-site workforce dynamics, increased attrition and a volatile world economy, many feel as if they are unprepared to face it, at least from a skills perspective. Only half of companies in Brandon Hall Group’s 2021 State of Learning Practices Study believe their approach to learning positions them well to meet that future. This means that the other half must figure out their learning strategy quickly, since the future of work is already here.
Learning teams must put their organizations in a position to win the hearts and minds of their employees with outstanding learning. Most employees want to learn but feel they are not provided the opportunity to do so properly. Each employee has their own unique way to learn. Learning teams must create and deliver personalized learning for every employee at the speed and scale of business. Learning teams should employ the latest techniques and technology to develop fast, easily deployed, scalable and contextualized learning experiences for any workforce scenario. A better learner experience improves the process of skills acquisition which ultimately improves an employee’s performance. We all agree that improving employee and organizational performance is the end goal of all learning.
L&D must establish itself as a guiding light in unfamiliar waters. This is critical as organizations see an increased demand for upskilling and reskilling to improve internal talent mobility — especially since just more than one-third of companies believe they are prepared to develop the skills they will need in the future. Business is moving too fast and the workforce is too busy, distracted and now geographically dispersed for traditional training models to be completely effective.
In the process of reexamining their approach to learning and development, companies have been looking at their strategies, technologies, and processes to uncover ways to better develop the workforce and close skills gaps. What really needs to happen, though, is for the organizations themselves to make a shift, developing and sustaining a culture of continuous learning.