- People & Culture
- Uploaded In: 2019
Why HR should know the art of being a lifelong scholar
Globalisation, economic integration, and rapid changes in technology have all made learning beyond initial education and vocational training part and parcel of the workplace environment. But even though many employees often do give a lot of thought to 'going back to school,' it is forgotten too soon as life and work take over and education is put on the back burner. While such a resistance to change becomes more and more evident the further you progress in your career, the fact is that today skill development and capacity-building programmes are essential at every stage of your career, and in fact, are essential for career growth.
Operating in a dynamic work environment amidst intense levels of competition, where the possibility of being displaced not only by your own peers but even by technology, makes it more important for employees to regularly update their knowledge base and skillset from a business perspective and personal development.
It's never too late to learn
Yet learning transcends age, social strata, and seniority. There is a visible transition now from an era of technical know-how to a knowledge-driven outlook, where employees can establish their edge by increasing their knowledge base about current industry trends (rather than simply relying on their technical skills, superior as they may be). This is true for any profession or trade.
Adopting an approach of lifelong learning allows an employee the capability for critical reflection on his/her approach to work and increases one's flexibility in adapting to rapid technological and market-related changes.
Seek to learn, even if your organisation does not offer it
There are multiple avenues that support lifelong learning for anyone who seeks knowledge. Many large companies have internal support systems that ensure regular training and developmental programmes are conducted, based on identified employee grades and needs, often with the help of external experts. Even if your organisation does not have such an option, there are other supportive avenues like distance learning or executive fast-track courses, e-learning, skill enhancement seminars or even general grooming courses. Even getting involved in recreational activities outside work (such as sporting activities like trekking, and golf, or hobbies such as photography) or social initiatives (such as CSR activities) can also support social skill development that may have a direct bearing on your career approach.
Identifying mentors and turning to them for advice can help in providing an unbiased perspective. Mentors are usually senior-level employees in your own organisation, or someone from another company, or even another sector, who can offer a mature and well-informed perspective to your career.
Creating a dynamic human capital
The need of the hour for organisations is to create a culture of lifelong learning running through all levels of their workforce. This creates a dynamic pool of employees who are equipped to respond with agility to changing business environments. Not only are they technically equipped, but they also become capable of ideating through inclusive contribution and can value add towards organisational goals and stay abreast of competition.
By becoming a melting pot of culture, experiences and capabilities, such a dynamic employee base can be particularly useful for cross-functional collaborative tasks.
Training your C-Suite Executives
It is important to periodically help the senior management brush up their skills in developing strategies to ensure operational efficiencies. Developing this kind of executive programme is different from that for other employees. The learning process for C-Suite executives should be in an environment where they can hear and learn from the experiences of their own management-level peers. In short, CEOs should learn how to learn from one another without any inhibitions.
Newsletters and whitepapers are one of the forums through which C-Suite executives can voice their opinions and learn from their peers. Conferences or webinars where a CEO can engage with his/her peers are other common platforms where insights can be shared.
A culture of learning
Organisations that become game-changers in their domains often have a deep-rooted culture of innovation, to nurture disruptive ideas. Bringing these ideas to fruition, and coming up with new ones, is an ongoing process that encourages employees at all levels to constantly update their skillsets and add value to larger organisational objectives.
Hence, investing in employees to expand their knowledge base has the potential to directly convert business opportunities into successful projects, and can also cultivate a new generation of leaders.
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communications@vfsglobal.com
