In our previous post, we discussed the importance of adopting a strategic approach to skilling. Now, it’s time to shift focus to the practical side—how do you actually start implementing this strategy? This blog dives into the essential steps to kick off skilling within your organization, from building awareness to taking concrete actions that will set you on the path to long-term success.
So how do you move forward? How do you start skilling? Recognition, of course, is the first part, but taking action is a second.
Skilling, as a perturbation to the status quo, needs to be treated like any organizational change. First, a vision needs to be created and shared. This should be presented as a choice of acting or not, so that everyone understands the need for the initiative. Concrete actions need to be identified and executed against. Successes should be shared and effort rewarded, while barriers need to be identified and eliminated.
Need It
Learning & development (L&D) can be the catalyst or recipient of this change. Or, L&D can be another victim as the organization goes under. Whether L&D is a driver or participant, it should not be passive or resistant. This is an opportunity for L&D to become more strategic. As a key component of meeting organizational needs current and future, it’s a more desirable position than a passive deliverer of requested services. Acquiring actual needs and demonstrating development is a step towards a data-driven contribution to organizational success.
We’ve made the principled case throughout. We’ve also talked about specific domains. These are designed to be the ammunition you need to move your organization forward. Which doesn’t mean it’s easy, or even that you’re ready and willing to make the change. Consider what it might mean within L&D or your business unit, and that it may make sense to start internally.
Do It
The first part of taking action is ensuring that the needs are shared. The argument should be obvious, but complacency is to be expected. Be prepared with a full suite of arguments, so that the appropriate one can be marshaled as needed. Be prepared with principled arguments, captivating examples as stories, and data. For instance, the rapid rise of Generative AI should be on everyone’s mind.
Recognize that even if there’s buy-in, there’ll be pushback and back-sliding. Peter de Jager has suggested that having a group to address the expected problems be complemented by one that is designed to handle the unexpected problems that will emerge. This is about managing the change to the steady-state ongoing process of skilling.
Strategic partnerships may make sense. The talent function, in this case, is an obvious area for collaboration. This may continue to fall under Human Resources or be established as its own area, with budget and reporting responsibilities, potentially to the C-suite. L&D has a role, even if it’s not to lead.
In the long term, skilling will be a feature of successful organizations. The opportunity here is to comprehend and deliver on that direction, alone or in conjunction with other organizational areas. Reality is driving, but we can decide to be along for the ride, or be sitting on the side of the road being passed by. Where do you want to sit?
As we’ve discussed, putting a successful skilling approach into practice calls for dedication, initiative, and a clear goal. Although the upcoming changes may put the status quo to the test, they also present a priceless chance to set up your company for long-term success. Skilling is a strategic necessity that can boost organizational performance and growth, not merely a passing fad. Are you prepared to go forward? To understand how to handle this revolutionary journey and make sure your company is ready for the future of work, download Skilling for Performance: A Strategic Imperative for Organizations.
