Editorial
| Date | 13 November 2017 |
| Published date | 13 November 2017 |
| Pages | 249-249 |
| DOI | https://doi.org/10.1108/SHR-10-2017-0066 |
| Author | Javier Bajer |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Editorial
Javier Bajer
New learning strategies for a different workforce
Learning and training have been supporting the development of talent for many years. But
how should our traditional approaches change in the light of the emerging workforces and
novel ways of working?
We are moving from a typical “just in case” learning to a “just in time” approach, connecting
talent with capabilities much closer to the moment where performance is needed.
In this issue of Strategic HR Review we are sharing some different perspectives with the
intention of inspiring the work you are doing in your organisation. Most importantly, I believe
learning needs to become less of a behavioural indoctrination and increasingly build the
right sort of beliefs which, in turn, will drive the right behaviours.
In Employee Training Strategies for Today’s Workforce, Rafael Solis draws on experience in
the internet, wireless and security industries to identify shifts in learning technology, as it
has moved from more traditional methods to a more social experience – and shows how
companies can adapt to these changes.
In Learning Strategies for a Changing Workforce, Robin Hoyle homes in on generational
differences in the workplace and how blanket learning strategies no longer work today.
In New Training Strategies for a New Day, Kevin Eikenberry argues that while technology
might change, how we learn does not, and if companies want to be strategic about the
training technologies they use, they need to look for the underlying principles of learning
upon which they are built.
And in Learning and the Digital Workplace: What? So What? Now What? Melissa Noonan,
Gina Ann Richter, Larry Durham and Eric Pierce look at what’s driving change for learning
organizations and professionals, including the information explosion, flattening
organizations, mobile and virtual workforces and generational mixes – and the implications
of these factors on learning development.
It is my hope that we continue to challenge the status quo together. The world of work has
moved on, but unfortunately too many organisations continue to deliver “boxed” pieces of
training, often downloaded remotely from an increasingly endless catalogue of content. The
paradox can be seen when we interact with employees who have ticked all the right training
boxes but cannot connect with a customer. If anything, learning is more crucial than ever
before, but we need to do some serious re-thinking if we are to make a difference.
Warmly,
Dr Javier Bajer
Cultural Architect
Editor-in-Chief
Strategic HR Review
For instructions on how to order reprints of this article, please visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: permissions@emeraldinsight.com
DOI 10.1108/SHR-10-2017-0066 VOL. 16 NO. 6 2017, p. 249, © Emerald Publishing Limited, ISSN 1475-4398 STRATEGIC HR REVIEW PAGE 249
To continue reading
Request your trial