Canadian HR Reporter

5-Star Learning & Development

Canadian HR Reporter is the national journal of human resource management. It features the latest workplace news, HR best practices, employment law commentary and tools and tips for employers to get the most out of their workforce.

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5-STAR LEARNING & DEVELOPMENT SPECIAL REPORT 4 www.hrreporter.com "You're seeing strong demand for learning how to go through digital trans- formations … for artificial intelligence and beta skill sets," he says. "But you're also seeing demand for crea- tivity and empathy, so that fits well with design programs that are being offered. Those types of durable skills that cross from one industry to another are certainly in high demand as well." The first step is simply digitizing, which is followed by optimizing for better outcomes, where the organization starts to embrace the necessary technologies, he says. "The final stage is really transforming the experience. So, once you've optimized, how do we actually make the experience even better, yet again, by making it more personal, more human, and that's where you get into new models of learning, like the competency-based models, which we're finding to be highly effective in the enterprise. It started off in education. But some of our biggest clients globally are now embracing it on the corporate side and having a great impact." Having the ability to learn is critical, as the research shows, says Clarey. "Just under 25% of the high-performing organizations actually said that 'ability to learn' is more important than skills and experience. So, we're seeing a lot more highlights around learning agility, and really investing in L&D initiatives to address skill gaps. "We do hear a lot of talk about empathy and things that are not functional skills, but [also] more aboutcritical thinking skills, problem-solving skills." Also important is the issue of remote and hybrid work, and the need for strong leaders, she says. "We see in our online courses a big uptick, since the pandemic began, in online development in general, but more demand for strategic HR skills. And then organizations seem to be willing to spend quite a bit on people management skills – and hybrid work highlighted that. So, we're seeing much more ownership of learning and in terms of developing managers, especially those that are new to the role." ANNUAL SPENDING ON TRAINING AND DEVELOPMENT BY COMPANY SIZE Large (over 1,000 employees) 76% Over $100,000 43% Over $100,000 29% Up to $9,999 48% $10,000 - $49,999 23% $50,000 - $99,999 19% Up to $9,999 38% $50,000 - $99,999 24% $50,000 - $99,999 Mid-size (100-999 employees) Small (1-99 employees) "There are new issues, new challenges, new phishing and hacking techniques. All of this stuff changes like the weather, so [companies are] looking at a long-term strategy, continuous training" Jim Kootnekoff, SecuSolutions

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