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Changing Face Of Corporate Training

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Learning and development has emerged as one of the main differentiators in our knowledge economy where great people make the greatest difference in the success of a company. As more companies recognise this, more time, effort and investments are being made in the same. A host of new ideas, theories, tools and methodologies aiming to improve the L&D managers ROI, resource utilization and end results have emerged.

The past year saw some budding concepts of 2013 grow in to major trends in learning departments across the country and this gave us a good insight in to what should be prioritised going ahead. The goals for L&D have not changed drastically, but rather the focus is on meeting the same/similar primary objectives in newer ways with smarter methods.
In 2015, to cope in the talent scarce scenario that companies often list as one of their most pressing HR issues, companies within corporate India are going to see the need to identify what and who to focus on developing.
Focus On Leadership Competencies
In our globalized world, organizations are increasingly facing a leadership crisis where the skills for critical thinking, engaging others and visioning are in short supply. The ability to communicate the larger organisational vision, connect with all employee levels and generate buy-in has necessitated that leadership capabilities be the core competency that L&D needs to focus on in the coming year.
Employee Engagement
As per the Dale Carnegie Employee Engagement Study 2014, 54 per cent of the Indian workforce is not fully engaged at a work. Disengaged employees tend to be poor performers, stirring up resentment and leading to employee attrition. L&D departments have traditionally tried to increase engagement in a number of ad-hoc ways, but now the trend of implementing complete engagement solutions is increasing significantly. These holistic solutions include assessments, company-specific analysis, benchmarking, targeted interventions followed by pulse surveys.
Focus On Senior Leadership
The new generation of employees has different aspirations, worldview and comfort with technology, which in turn has led to the emergence of new working styles and expectations. Millennials are increasingly defined by their love for autonomy, focus on merit over tenure and aspiration to be part of making a difference. There is a big gap in their learning patterns and preferences, compared to that of older management. Developing senior leaders will help the multi-generational workforce get clear direction and role-modeling from the top.
High Potentials
Most leading organisations already have a high performer programme in place to reward, recognise and retain the best, but many of them are not consistent in their plan for high potentials. More often than not, HR finds themselves struggling to replace managers and leaders who have moved on from the organisation. So talent professionals are now looking at formulating specific high-potential plans to develop bench strength and focus on grooming, not only current leaders, but also the next-in-line for better continuity.
In the end, learning professionals must work closely with their corporate heads to set the right goals, assess the important gaps, choose the ideal partners, technology and programmes to develop their people. With the support of these, L&D can reinvent the way organisations view talent developmentso that interventions lead to impact at the workplace and company culture becomes as much about enabling individual success, as about corporate performance.

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