UMU partners with ATD to discuss global talent development trends

ATD Chairman and CEO Tony Bingham joined UMU CEO Dongshuo Li on April 20 for a discussion on global learning trends and the successful creation of learning opportunities in a hybrid work environment.

During the event, CEOs spoke about learning in a hybrid work environment, the importance of successfully transferring learning (especially when much of it takes place in a virtual environment), and upgrading and reskilling to ensure organizations have the skills to succeed now and in the future.

Hybrid work environment

A new study from ATD on hybrid teams shows that managers are the key to creating and sustaining productive hybrid teams. Before the pandemic, only 20% of managers supervised hybrid teams. Today, that number is 69%.

“Organizations that provided managers with training that covered both traditional and virtual employees were more likely to be high performers,” Bingham noted. “And this formation could not be any formation. It had to be specifically about building teams in a hybrid setting. And this was associated with better organizational performance.

The research also revealed that managers needed specific training on managing in person and virtually, coaching employees and building teams. Communicating tasks, priorities and expectations within the team was seen as the most important skill managers needed, while team building was most important to 74% of respondents and 71 % of them qualified the most difficult skill.

“On the other hand, you need to train employees to communicate and function as a hybrid team,” Bingham added.

Li added that UMU, an interactive platform that allows you to engage and interact with attendees via their mobile devices and project responses in real time, plans to create digital headquarters and digital capabilities through technology to help everyone connect seamlessly with each other.

During the pandemic, Li noted that UMU’s learning and development included three active elements:

  • Reagent
  • Asset
  • Proactive

“We are reacting to a new way of collaborating, communicating and doing business,” Li said. “We have developed a lot of new constraints and challenges during this pandemic, but we must not be indifferent to all these challenges and constraints . Instead, we should actively address and respond to these challenges. This will give the organization the ability to succeed. We need to think about the future, what will change and what will stay the same, and then we need to strategize to deal with those changes. »

Successful learning transfer

Transfer learning, Li explained, is about converting efforts into results.

“When you talk about learning transfer, the most important thing is practice, because practice makes perfect,” Li said. “Practice also makes performance. We usually train to improve our performance.

Bingham added that it’s not just about training; it is a perfect practice. “I think that’s an important distinction as we move forward. Technology is going to help us make sure we’re doing the right things, and we can adapt when we see the learner doesn’t understand or practice. good things. “

Technology has helped create personalized learning, which has helped make learning more effective and efficient. People don’t need to learn what they already know, but Li points out that using technology to create a learning community will help learners connect with other leaders through dialogue, conversation and debate.

“Learning is a process. We can build this constructive process for everyone so that they can absorb, understand and connect new knowledge with their existing knowledge,” Li explained.

Bingham agreed, adding, “When you look at learning, it requires making connections that you potentially haven’t seen before.”

Further training and requalification

Upskilling and retraining are essential for the future preparation of an individual and an organization.

“I think it’s important that we practice the right skills,” Bingham said. “We talk a lot about how we can train on the skills that are needed and that can be applied on the job. This requires some business acumen and talent development. You have to understand what the business needs are, and then identify the capabilities needed to meet those needs. Next, we need to determine where the individual or group stands in relation to those needs.

Bingham added that many TD pros stop there, but it’s imperative that TD pros measure, monitor and adjust along the way. It is important to define success and identify failure and where changes need to be made.

Li noted that inflation and market challenges stress productivity. “I think learning is really important because companies are asking their employees to work harder and smarter. When we talk about smarter, it means improving and re-skilling to do something in a totally different way.

Important moment for talent development

According to Bingham, this is a critical time for TD professionals. Inflation, supply chain limits, employee retention and engagement are crucial for organizations, as is finding innovative ways to generate revenue. Organizations expect TD professionals to find ways to make employees more effective.

“TD professionals need to measure what’s important to the business,” Bingham added. “It’s all about impact. How do we measure the impact of what TD does on what matters most to the business? »

It’s also an important time for learning leaders, who need to prove their impact to stay relevant, Bingham added. “Leaders in learning have a place at the table. According to a LinkedIn Learning survey, in 2020, 24% of learning leaders had a seat at the table, but in 2021 that number rose to 63%. It’s huge. … We must demonstrate that we belong at this table and that we contribute to the success of our staff and our organization. ”

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