Conclusion
Today, organizations face the most unique set of challenges ever presented in the business setting. A volatile political world has created chaos for many organizations. Advanced communications, breakthrough technology, social media, and the Internet have catapulted organizations into a competitive global environment, whether they were ready or not. All the norms and conditions that were the mainstay for organizational decision-making have been cast to the wind as business has approached light-speed velocity. Included in this maelstrom is the battle for attracting and retaining talent.
As learning professionals, we are thrust into this battle by having to educate, train, and develop the most complicated and demanding group of employees to ever enter the workforce. To embrace this fact is to realize that all the traditional approaches to learning and development that we held on to so tightly must give way to new approaches that may be unfamiliar to us, or ones that we have historically resisted. Now is the time for learning and development professionals to look in the mirror and ask the tough question: Are my people, processes, and technologies putting me in a position for success? For many reasons, learning and development will never be the same and will continue to evolve at an accelerated pace. Learning and development organizations must embrace these conditions or become a casualty of them.
Learning and development professionals must quickly and critically evaluate and assess their people, processes, and systems and decide how much and how quickly things need to change. But there must also be the cast-iron will to want to change. Learning and development organizations have been thrust into the business of business, and therefore the professionals at the helms of these organizations must take the initiative and transform their people, processes, and technologies into a sustainable competitive advantage for their organization. Being a learning organization is not just about beating the competition but also realizing it is the number one reason why people come to work for you and stay with you. Learning is now the differentiator for an organization’s success — one way or another.
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About The Starr Conspiracy Intelligence Unit
There’s a new era of enterprise technology that can finally unleash the full promise of human potential. If you’re on board, we’re ready to get you there. The Starr Conspiracy Intelligence Unit — an independent division of The Starr Conspiracy (founded in 1999), a strategic marketing firm and advertising agency — delivers growth-oriented strategy, research, and advisory services to enterprise software companies and publishes special reports for the buyers and users of enterprise technology.
About Brandon Hall Group
Brandon Hall Group is an HCM research and advisory services firm that provides insights around key performance areas, including Learning and Development, Talent Management, Leadership Development, Talent Acquisition, and Human Resources.
With more than 10,000 clients globally and 20 years of delivering world-class research and advisory services, Brandon Hall Group is focused on developing research that drives performance in emerging and large organizations, and provides strategic insights for executives and practitioners responsible for growth and business results.
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About Human Capital Institute (HCI)
HCI is the global association for strategic talent management and new economy leadership, and a clearinghouse for best practices and new ideas. Our network of expert practitioners, Fortune 1000 and Global 2000 corporations, government agencies, global consultants, and business schools contribute a stream of constantly evolving information, the best of which is organized, analyzed, and shared with members through HCI communities, research, education, and events.
This document is the result of primary research performed by The Starr Conspiracy Intelligence Unit and its partners. TSCIU’s methodologies provide for objective, fact-based research and represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are licensed under Creative Commons Attribution-NonCommercial-ShareAlike 4.0 (CC BY-NC-SA 4.0).
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