There has been much talk in recent years about the effect our demand-driven culture, fueled by social media, has on our collective psyche. It is almost impossible not to be inundated with information about the life of our network – new jobs, promotions, weddings, parties, concerts, trips. Although these events can be carefully organized for sharing, they can give the impression that everyone is living the glorious wonders of something you are not. This phenomenon, called FOMO (Fear of Missing Out), does not only arise in our personal lives, but also appears in the workplace, especially in relation to the expectations of employees to develop and develop new skills. Although careful curation can contribute to FOMO in our personal lives, it can actually help to avoid learning FOMO while improving the effectiveness of learning.
With a half-life of skills now only 5 years old1, it is not surprising that modern workers have an insatiable appetite for information and a desire for continuous development and self-help. -improvement. Research shows that training and development are the most important benefits for Generation Y employees. They are three to four times larger than salaries.
Learning content options are increasing to meet this demand. According to Deloitte's Global Human Capital Trends 2017 report, with tools such as YouTube and innovators like Khan Academy, Udacity, Udemy, Coursera, NovoEd, edX and others, a new skill is often just a mouse click away .
There is also a continuous shift and desire to move from e-learning and blended learning to integrated learning – where learning occurs in the natural setting of work4. Listening to podcasts by exchanging videos and articles during the A Day with Peers, and an online search for just-in-time answers, a hands-on video, or a motivational conversation have become a routine part of the job.
Although options are vast and easily accessible, employees can be overwhelmed and confused about the line of demarcation between self-exploration and true "development" recognized. And they wonder if they might miss the content most relevant to their interests and their career goals because there are so many places to go, or they can not do it. not have access to the same opportunities as their peers. The learning function itself is also struggling with how to put order in all of this to (1) provide a compelling learning experience and (2) capture and analyze all the Learning that occurs within the organization. There is FOMO all around.
Curation Can Help
Previously, it was thought that "curation" was linked to a museum or library. In terms of learning, curation is a way of addressing learners' learning strategy and experience that recognizes the importance of personalization and motivations for the results of the learning. l & # 39; company.
Curation is about enabling employees to search for and collect relevant, timely, and up-to-date content from credible sources to meet their specific needs at the right time and then report what they have find. It allows them simultaneously to help their colleagues find this content in the future and tell the learning function what content is most useful. This makes future design and procurement decisions more efficient and can be used to indicate potential gaps in development offerings.
For employees, operating in this organized environment is almost second nature. From mixtapes to burned CDs to digital playlists, we have been organizing ourselves in our personal lives for decades. We are familiar with the characteristics of social networks, such as ratings and comments, to indicate the value and usefulness of certain articles. We usually have products or items recommended based on past behaviors or the wisdom of the crowd. ]
For the learning organization, operating in this organized environment is not as natural and requires a deliberate strategy. The role of the organization is to define the structure, governance, enabling technology and combination of content to foster an environment where conservation can take place. An effective curatorship strategy is a strategy that integrates both formal learning, such as compliance and integration, and informal learning, such as self readings and podcasts. -selected or mentoring experiences.
The context is king
Contextualizing organized content is essential, providing clues as to why content selection is relevant to the learner. In the same way that you do not send a video link or article to a colleague without explanation, companies should not organize the content without giving learners the context of the selection. Effective learning organizations connect with learners by explaining why they have organized a specific set of content for them.
Imagine, for example, that an account manager receives an organized list of Big Data content and machine learning. She might think that it's irrelevant and maybe even an error. However, if you add a blurb or a short video explaining the new business imperative to become a data-driven organization and highlighting the important role that account managers will play in this transformation, she might think: "Awesome! I'm part of that transformation, and I'm going to grow as a result of that. "
Enabling Conservation Through Technology
Usually, the pursuit of an apprenticeship curatorial strategy stems from some or all of the efforts made by an organization to optimize its learning technology infrastructure. In fact, research shows that "the fastest growing segment in HR technology spending is now the adoption of new learning systems for employees."
New categories of learning technologies have emerged in recent years, many of which are focused on acquiring a high-end learning experience and on conservation functions. (that is, badges and points for recommendations) to propose recommendations supported by machine learning and artificial intelligence. In response, many learning management systems (LMS) platforms, often referred to as "most experienced state-runers" of learning technology, are rapidly integrating an experience and skills into learning. Curatorial skills centered on the learner.
The challenge of this exciting proliferation of platforms and features is that it creates confusion on which platforms should do what and how they should be nested – one more reason to get started by a judicious curation strategy. It means aligning with the overall vision of learners' learning and experience, planning a transition to an employee-centered design, establishing a flexible framework for organizing content, involving the right parties stakeholders who will be influenced by conservation decisions and create them. model for the promulgation and conservation of conservation over time – this requires a permanent concentration and curation of the conservation process itself!
Wait, but why?
In addition to guiding technology investments and ultimately reducing FOMO learning, a learner-centered retention strategy can:
Enable organizations to provide the most relevant, personalized and up-to-date content.
Anticipate and respond in an agile way to the rapidly changing needs of its workforce. Nearly 90% of CEOs think their company is facing disruptive change due to digital technologies and 70% say their company does not have the skills to adapt.
Reduce overall learning costs by enabling more targeted investment in external content libraries, minimizing overall volume and reducing the need for significant investments in personalized content.
Increase employee engagement and investment in the growth of the content market.
At the time when trends show that the ability to learn and progress is now the main driver of a company's job brand for Generation Y, 42% from among them declare that they will switch to a new role because they do not learn fast enough. companies that provide customized and relevant learning experiences will likely have a significant competitive advantage. The bottom line: If the organization does not consistently provide meaningful learning opportunities, retention may suffer.
Beyond retention, visionaries see a learner-centered curation strategy coupled with a learning experience platform as a fundamental building block for hand-held learning. Work to quickly obtain the necessary information to support business objectives. This is imperative for organizations that will succeed in the disruptive environment of today.
Where to begin?
The curation of learning can be integrated as a component of the current learning strategy or serve as a catalyst for a complete transformation of the learning experience. Here are some steps to start the process:
Collect data on employee priorities, trends, gaps and current and future projects impacting the company to align your retention strategy with organizational needs.
Perform a quick assessment of your Learning Technologies ecosystem and content offerings, and define your future target state.
Bring together the good leaders of your organization to evaluate your current learning strategy and determine the role you want curation to play.
Establish a prioritized plan to address the operational, curriculum and delivery components needed to achieve the curatorship strategy.
The future is one of constant change, but one thing is certain: L & D organizations that recognize the new future of careers, embrace these technological changes and become conservatives of flexible content rather than pushers of rigid content with aimless "consumers" have the potential to become highly valued business partners – who will not miss anything.
1 2017 Deloitte Global Human Capital Trends: Rewriting the Rules for the Digital Age Deloitte University Press, February 28, 2017.
4Josh Bersin, The Disruption of Digital Learning: 10 Things We Learned, Bersin by Deloitte, 2017.
5Dani Johnson, The Contextualization of Learning Content, Bersin by Deloitte, 2016
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