Historically, the L&D function has been relatively successful in helping employees build skills and perform well in their existing roles. The main focus of L&D has been on upskilling.
Module-1: L&D STRATEGY MANAGEMENT
Module-2: PROGRAMME ARCHITECTURE
Module-3: L&D PROJECT PLANNING
Module-4: IMPACT ASSESSTMENT
21 CENTURY L&D
Historically, the L&D function has been relatively successful in helping employees build skills and perform well in their existing roles. The main focus of L&D has been on upskilling. However, the pace of change continues to accelerate; McKinsey’s research estimates that as many as 800 million jobs could be displaced by automation by 2030. Employee roles are expected to continue evolving, and a large number of people will need to learn new skills to remain employable. corporate learning must undergo revolutionary changes over the next few years to keep pace with constant technological advances.
Whenever we think about change, we always think about 3 main things: People, Processes, and Technology. Transforming your L&D function should be no exception. Learning, like many other professions, has become highly specialized, and having the right people or learning partners on board is essential. The most common mistake that L&D professionals do is the mindset of simply bringing in an SME for a given time investment and expecting the employees to go back and make it happen at the workplace. Which is not the case.
OBJECTIVE OF THE PROGRAMME
This hands-on workshop focuses on impact-driven corporate learning and development, project design, and delivery strategies in the 21st Century.
Society for Human Resource Management - USA
Association for Talent Development - USA