Businesses as the schools of tomorrow

With job markets evolving rapidly, skills are at risk of becoming obsolete.

Learning and development have conventionally focused on formal education or traditional training methods, neglecting the importance of continuous and experiential learning. These perspectives can narrow the opportunities for employees to develop skills that are increasingly necessary in dynamic work environments.

Often, organisations may prioritise immediate, quantifiable outcomes over the long-term personal and professional growth of their employees. This is so even when supporting lifelong learning within the workplace holds immense potential to foster innovation, improve employee engagement, and drive organisational success.

The EY 2024 Work Reimagined Survey highlights that employees in Singapore are reaping the rewards of learning and development – 46% of employee respondents indicate net positive scores in relation to opportunities for upskilling within their organisation, and 58% recognise the critical need to learn or enhance their knowledge and skills.

This means that beyond their primary function as places of work, organisations are well-positioned to play their part as the schools of tomorrow.

That said, organisations should bear the following in mind as they enhance their approach to learning and development.

As industries converge, so do skills

The first to move beyond taking a binary view of skills, seeing individuals as either possessing the specific skill or not.

Today, industries are converging, and interdisciplinary job roles are becoming more prevalent. For instance, a healthcare professional may need a foundational understanding of data analytics to better interpret patients’ data and provide improved patient care. Coders and software developers may require knowledge of green coding, optimising codes and algorithms for energy efficiency, given the energy demands associated with technologies like generative AI (GenAI) and data centres.

Such industry convergence drives the demand for blended skills, making it essential to view skills as a spectrum rather than distinct categories.

Organisations can foster job role flexibility, supporting talent to move across different functions and departments and take on new responsibilities. This approach allows employees to pursue holistic skill growth beyond functional and technical expertise.

Inclusivity in learning

Creating an inclusive learning environment to encompass diverse learning styles and needs is vital. A one-size-fits-all approach can alienate specific groups or individuals.

It is also important to recognise that individuals absorb information in different ways; whether through visual, auditory, kinaesthetic, collaborative or independent learning. Understanding and revisiting the basics of learning can significantly enhance the effectiveness of training programmes. Organisations can offer a mix of learning formats, such as e-learning modules and interactive workshops, to better accommodate these diverse learning preferences.

Additionally, integrating technology thoughtfully can facilitate personalised learning paths, allowing employees to engage with content that resonates with them.

Effective learning is collaborative

While addressing learning and development challenges in-house has its advantages, the reality is that at times, outsourcing the design, delivery and management of training programmes can be more practical and efficient.

The idea of partnerships between organisations, institutes of higher education and approved learning providers to co-create training modules is not new. However, a fresh way to look at learning partnerships is for the various stakeholders to develop modules that are versatile and can be easily combined in different ways.

Imagine businesses in the same or complementary industries, or industries that may appear unconnected, banding together to create a shared library of training modules that cover a wide range of skills and competencies. This means that organisations, even those that typically view themselves as competitors, can collaborate more closely and reap mutual benefits. When there is scale, there is impact.

These training modules are industry-relevant and reflect current trends and real-world applications because they are designed by organisations themselves.

Employees too have the freedom to personalise curriculums that suit their interests and career goals and are empowered to take ownership of their development. At the end of the learning journey, employees can receive a recognised industry certificate, validating their achievements and enhancing their professional credentials.

A different approach to learning and development

While individuals should take ownership of their careers, organisations should play a key role by providing a framework to help them begin their learning and development journey.

A helpful start is to appoint a learning and development leader – one who is able to take a strategic view and drive customised training programmes and learning experiences that complement the technology and growth ambitions of the organisation.

A culture that supports and empowers employees to upskill will foster a workforce that prioritises professional advancement and is well-equipped to meet future challenges.

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