Toward A Lifelong Learning Ecosystem

Six ideas for evolving to a lifelong learning ecosystem

Most know that corporate learning is now a continuous commitment.  But How?

Here are six practical ideas for evolving to a lifelong learning ecosystem.

Skills are changing at an exponential pace. Some call it a revolution.  

You may remember Scott McLeod’s and Karl Fisch’s presentation Shift Happens, in which they suggest, “65% of children entering primary school today will ultimately end up working in completely new job types that don’t yet exist.”  As it turns out, that was optimistic.  With the speed of change, the shelf life of many skills is actually much shorter. 

Shift Happens was updated in 2012 by Jeff Brenman (Fisch, 2012) with these additional facts that help make the point:
 

Required workforce skills are changing quickly – and the pace is speeding up. It’s easy to see why workforce development is increasingly confusing and stressful. 

Most talent managers are well aware of the need for rapid upskilling and the broader imperative of lifelong learning. According to a Chief Learning Officer/AACSB study of learning professionals, 82% of talent management professionals have been tasked by their organizations to foster lifelong learning among their employees. (AACSB, Chief Learning Officer, 2018) 

The same survey cites these motivations for shifting to a culture of lifelong learning: The need to meet the challenge of disruption or rapidly changing markets; and the need to attract and retain talent with critical skills. But, while the study reveals a response to broad industry challenges, it provides few specific strategies to accomplish the goal. Because let’s be perfectly clear: Creating a Lifelong Learning Ecosystem requires a wholesale commitment.

Start by thinking about learning as part of each employees’ job – not an event. The scope and pace of change requires corporations to make learning an integral part of jobs – not something people are expected to do “off the clock.” What does continuous learning as part of the job look like? 

In the post-secondary education world, traditional high school graduates who go directly to college graduate at much higher rates than adult learners do (62.9% vs. 43.5%). (Shapiro, December 2018) Can the traditional university immersive experience that socializes and reinforces the zeal for learning be replicated in the workplace? Our work with adult learners around the globe suggests that the opportunities and excitement for learning are heavily influenced by complex social, cultural and economic conditions. Replicating a culture that expects and rewards continuous learning may be the best way to insulate your company from rapid change and increasing competition.

A lifelong learning ecosystem starts with a focus on ability and zeal for learning. That includes screening for learners when hiring, orientation training on how to learn efficiently, creating workplace time and space for learning, guiding and supporting learning, rewarding learning and assessing impact at a strategic level.

We are excited about a new assessment we’re developing that evaluates current ability to learn and enthusiasm for learning. It is wrapped into an emotional intelligence index that includes persistence, open-mindedness, inquisitiveness, and other skills. 

As a learning leader, you might undertake an internal initiative to build time for learning into every work week for every employee. This initiative may include:

There is general recognition that a learning organization is better prepared to compete in a growing, global economy. And even though talent managers are being tasked with creating a lifelong learning culture in their organizations, many still report that there is not a recognition among the C-Suite of what this would entail in terms of funding, time and support.

Admittedly, it’s hard to provide a concrete ROI based on the current state.  Today it’s hard to evaluate learning on a traditional P&L statement because it doesn’t report the impact of investment in human capital.  Your company may be operating in an environment where there is ample talent available with the specific skills you need – or you may have adopted a policy of outsourcing for specific skills. You undoubtedly know the cost of replacing or hiring a new employee, but typically the cost of an unfilled skilled position is not known. Evolving toward a Lifelong Learning Ecosystem addresses these heretofore unknowns and places the company in a position to address 21st century challenges and opportunities.

Imagine a future where challenges arise, solutions are posited, implemented and evaluated in less than a month. Or being able to respond to opportunities with the same speed. With the advent of machine mediation, that future is upon us. The speed to market required to respond to that future demands acuity and agility – the kind of acuity and agility that comes from a workforce that is excited to learn and is encouraged to keep learning.

¹But it’s important to do a bit of research here.  Bellevue University in Nebraska is one organization that has researched specific skills’ links to workforce agility and productivity and they have developed an assessment reporting competency in these skills. (Bellevue University, 2018)