Canadian HR Reporter

CANADIAN HR REPORTER OCTOBER 2018 48 FEATURES TRAINING Digital literacy: A must in age of digital transformation, cyberattacks It's about learning how to appropriately access, evaluate and use information By Marni Johnson I n an age of digital transfor- mation, the digital universe is ballooning in size due to people and organizations' on- line interactions and the growth of the "Internet of ings" — smart devices connected to the internet. As of the first quarter of 2018, Android users were able to choose among 3.8 million apps, accord- ing to Statista. And the average smartphone user is checking his phone many times each day. As a result, becoming digitally literate is essential for all employ- ees, in any role, from entry level to CEO. Digital literacy is much more than technical proficiency with a program or technological device. It encompasses the abil- ity to appropriately access, evalu- ate and use information, create content and communicate with others. It also includes social and ethi- cal considerations such as privacy and copyright. As an example, an employee who uses a search en- gine shows technical digital skills; however, the critical thinking in- volved in evaluating the search results and the credibility of the source is a key part of effective digital literacy. Digital literacy is not neces- sarily determined by age or gen- eration. Although millennials are considered "digital natives," hav- ing grown up in a digital world, their familiarity with a technology doesn't automatically mean they have the critical thinking or other skills to understand the social im- plications or risks associated with its use. Using digital tools effectively enables better collaboration and agility both within an organiza- tion and with clients. Consumers are becoming increasingly digi- tally literate and empowered. To serve clients well, staying one step ahead and having the proficiency in the appropriate technologies is a necessity for employers. Digital literacy is key to both corporate and employee security online. Given the proliferation of data breaches and cyberattacks, employees place their organiza- tions and themselves at severe risk if they do not know how to rec- ognize and withstand such intru- sions. Employees may make poor decisions if they do not have the ability to assess the information they find online, or may jeopar- dize their own or their employer's reputation if they share informa- tion inappropriately. Becoming digitally literate Pursuing digital literacy will rep- resent a major multi-year under- taking for many organizations, requiring careful change manage- ment. Here are tips to consider: Establish a baseline: Assess employees' current competen- cies and prioritize your efforts. A company-wide digital literacy as- sessment covering a range of top- ics — from basic technical profi- ciency to critical thinking — can be useful to establish corporate and individual learning priorities. Ensure senior leadership is fully and visibly engaged: Ap- point an executive sponsor and require senior leadership partici- pation in all assessments and ap- plicable learning opportunities. Executives can be very influential by modelling the effective use of digital tools. Create a cross-functional team to develop the plan: e field of digital literacy is broad, and a comprehensive approach requires input from subject mat- ter experts in risk, learning, tech- nology, communications and other areas. Demonstrate what's in it for employees: Employee buy-in is essential, so help employees understand how a strong digital workplace supports the organi- zation's strategy. Communicate overall results of digital literacy initiatives and celebrate progress. Look for quick wins such as im- proving proficiency with digital communication tools that will improve productivity and make employees' lives easier at work or at home. Educating employees on the consequences of not being digitally literate can be equally effective; for example, the poten- tially crippling costs of a success- ful cyberattack, or the implica- tions of having their personal data compromised. Make digital literacy a core competency for all employees: Detailing specific behaviours, categorized by function or job level, provide visibility and clar- ity of expectations, particularly for employees who may believe digital literacy does not apply to their job. A self-assessment tool and learning road map connected to resources can help employees identify and address specific areas of weakness. Ensure you continu- ally raise the level of digital liter- acy in the organization by incor- porating digital literacy into re- cruiting with interview questions or other tools to assess indicators of digital savviness such as prob- lem-solving, decision-making and resourcefulness. Engage digital ambassadors and create a safe and support- ive environment for learning: Employees may be intimidated by technology or lack confidence in their digital abilities. Employee digital ambassadors can be very influential in overcoming their co-workers' potential reluctance to change. Digital ambassadors are digitally savvy peer train- ers who embrace technology and who are on the front lines in the implementation of tech- nology and digital tools. They act as peer coaches and trainers, answer their colleagues' questions and facilitate ongoing two-way communication. Provide opportunities for practice: It's about an environ- ment where employees can make mistakes and learn from them. Employees may be overwhelmed by the sheer volume of required learning, so present it in manage- able chunks; for example, short videos on specific topics such as understanding privacy settings in social media. Gamification can also help to take away the fear fac- tor while instilling key knowledge. Be patient as employees adopt new behaviours: As with any ma- jor change, there will be a learning curve. As employees pay more at- tention to identifying suspicious emails, their productivity may decline until the knowledge and behaviours become ingrained. Recognize that digital litera- cy is part of doing business: And development must be ongoing, not a one-time event. Technol- ogy is ever-changing and regular reinforcement through assess- ments and practice drills can help ensure employees' development keeps pace. Today, employee digital literacy is a requirement, not an option, for both corporate and personal success. It is in organizations' best interests to invest in developing this critical employee competency. Marni Johnson is senior vice–presi- dent of human resources and corpo- rate affairs at BlueShore Financial in Vancouver. For more information, visit www.blueshorefinancial.com. Compensation Surveys Incentive Programs Job Descriptions Job Evaluation Pay Equity Performance Appraisal Salary Administration Sales Compensation (416) 498-7800 ext. 101 info@resourcecorporation.com www.resourcecorporation.com COMPENSATION CONSULTING Credit: Graphic farm

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