I got myself into a lengthy conversation with one of the local learning and development teams of a large local organisation here in the Gulf regarding the future of training and thought it would be helpful to reflect on some of the views discussed.
Most issues revolved around ‘life after the recession'. Now last time around I can recall that organisations rose to the challenge by taking advantage of the ‘new (at that time) technologies' such as computer based training to reduce classroom time and put as much non-essential content into pre and post course work as they could, saving only the most valuable content for the classroom or workshop. This, in conjunction with reducing travel and using real time webinars instead of face-to-face training, led to the move to make entire learning programmes into self-driven e-learning modules to minimise both the need for classroom time as well as to shape the learning at the pace of the individual. And so the phrase blended learning became more prevalent.
Tough times
Well the last 15 months have been pretty tough for learning and development functions across the region and even though there is a growing optimism about the economic future this year, there is a renewed pressure to reduce costs and optimise learning. The problem that seems to be emerging is that there are few cuts left to make in most training or learning departments. Most of the ‘excess' has already been cut and as an industry it has been learnt (in some quarters anyway) that you can't always reduce the amount of training and expect to save money if you look at training and learning interventions as a long-term investment rather than just being a short-term cost.
The financial challenges remain, it would appear, but this time the training/function aren't caving in to current budgetary constraints by slashing training time or cutting programmes from their offerings. Instead, some functions are using this as an opportunity to implement better and more efficient ways to manage the processes that feed into and support employee learning and performance development.
Solution
Within learning programmes, an integrated technology-based talent management approach can eradicate the need for time-consuming duplication of effort because the individual and the line manager, who has identified the need for training should already be talking about what needs to be learnt and why.
By using technology through a learning management system aligned with other information about an individual in terms of capability and learning needs, we can take automation a step further by intuitively assigning recommended tasks to learners based on their specific development needs before taking the next step of booking that person on a training activity.
At a time when learning and training functions are facing pressure to manipulate their budgets, the ability to demonstrate the value of training by leveraging their talent management systems is the most effective budget defence strategy of all! These systems cost money but an organisation is either serious about its people or not; training, learning and effective performance management are at the heart of engaging and retaining employees and those organisations that haven't grasped that will lose their talented people.
Dave Millner is a consulting director at EMEA, Kenexa in Dubai.
