Das Prinzip Selbstverantwortung und -steuerung sowie “employee experience” hält auch im Berich Learning & Development Einzug, nach Deloitte Learning: Employees take charge:
Corporate learning departments are changing from education providers to content curators and experience facilitators, developing innovative platforms that turn employee learning and development into a self-driven pursuit.
Analog der Marketentwicklungen – wo die Kunden zunehmend an der Erstellung, Entwicklung der Individualisierung (s)eines Produktes mitwirken – werden Mitarbeiter zum “Prosumer” ihrer eigenen (Weiter-) Entwicklung. D.h. nicht ausschließlich Konsument, sondern Produzent der eigenen Entwicklung und (Mit-) Entwickler des eigenen (lebenslangen) Lernprogrammes.
Neben dem Aspekt “lebenslang” ist auch der Aspekt “alltäglich” bzw. “allatgstauglich” zu betonen, so der Artikel The new CLO: Our transformed role:
Integrating learning into everyday work life via experiences and exposures and providing just-in-time performance support is particularly important for developing younger generations, who are hard-wired to learn in smaller, bite-size pieces. The fundamental model of hours in the classroom or in e-learning isn’t always the right solution.
Selbstverantwortung und -organisation stehen – im Sinne eines “self service” und auf die persönliche Situation zugeschnittenen Konzeptes – im Vordergrund. Design & drive your own (continuous) development – lautet zukünftig das Motto.
Das hat Effekte auf die Rolle von “L&D” (Learning & Development):
While many organizations are struggling to adapt to these challenges, high-performing companies are seizing the opportunity to promote a new culture of learning, upending traditional models and transforming how employees learn.
These organizations are adopting new mind-sets, fundamentally rethinking what “learning” and “development” mean in the context of their business. They place the employee at the center of a new architecture and new vision that treats learning as a continuous process, not an episodic event, and as a company-wide responsibility, not one confined to HR (figure 2).
Supporting this new vision, learning and development organizations at these innovative companies are adopting new and expanded learning architectures.5 They see their role as not simply to push out content they have developed, but to enable employees to access content from a wide range of internal and external sources to create individual learning programs.
To facilitate the effort to help employees “learn how to learn,” L&D teams are building internal knowledge-sharing programs, developing easy-to-use portals and video sharing systems, and promoting collaborative experiences at work that help people constantly learn and share knowledge.
Es bedarf einer Gesamtkomposition, so der Artikel The new CLO: Our transformed role:
So, while formal education opportunities still have their place, we need orchestrate experiences on the job, exposures to others via networks and relationships, and the environment or culture of the organization itself to accelerate development.
