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They have evolved in several ways.
First, they are increasingly tailored
and increasingly in tune with
companies' business strategies.
Today, we can't really provide
reward' training any more.
We are focused on business. We are
strategic partners, business partners
for managers and their organisations.
So we are bringing back the notion
of training ROI.
We are also talking about ROE
(Return On Expectations).
So, beyond making investments,
we need to ask if we are meeting expectations.
Second, companies have changed.
They have become multigenerational.
So learning needs to encompass
everyone working in the company,
and their various learning preferences.
Then we have all the 'e' learning methods.
That obviously includes conventional e-learning
but, most importantly, it includes
smart' e-learning combined
with other learning methods.
Over the past few years, we have seen
something that we have also used a lot:
serious games.
That is another learning method.
It is the first time learners are interacting
with tools and with content.
Basically, if learners do nothing,
nothing happens.
We are also learning more individually.
In other words, content is available today.
We have new technology to make it available.
Things have evolved over the past few years.
Today, we can train
all our employees asynchronously
and pick and choose in training paths.
So what will happen next?
We are seeing the notions of 'learning paths'
and 'professional skill building paths' appear.
The goal is also to work on employees' skills
before they need them.
So my question is what skills
I need to have
to do my job.
What skills I need to build.
New technology gives us more focus
to target more specific skills more efficiently
for any given employee.
We are heading towards
lifelong learning.
We will not be going places to learn:
we will be learning all the time.
I think companies will need to open up
all these communication spaces,
all these communication channels.
We are heading towards collaborative modes.
We will have communities of practice,
which will convey knowledge.
We will have peer communities.
We will still have one-to-one exchanges.
I'm a firm believer in face-to-face
exchanges between people.
Coffee machines are and will remain
important learning channels.
Several studies have shown that on-the-job
training is still an important learning channel.
We will also be seeing more
learning-mode individualisation.
This will also entail
employee empowerment.
The fact that I have tools
doesn't mean I know how to use them.
Companies need to lead employees
and provide the right environments
(manager, organisations and human resources).
Learning is also about employees
and the people around them
sharing accountability.
Today, every generation
is using new technology.
All we need to do is use it smartly.
We mustn't rush
into new technology
just because it's there.
We need to keep shared modes,
and add new technology smartly,
to learn more and
take knowledge further.
There is very technical job-specific knowledge
which is really know-how.
You can learn it
with new technology,
but you also learn it on-the-job.
It's not 'distance'
versus 'near'.
They are both useful.
We need to provide new technology
and new tools for new generations.
The new generations are also
Companies are also
generation melting pots.
We need to harness all that
in companies.
We mustn't segment tools
for each generation.
Our goal is to get everyone on-board
around a new learning objective
and around lifelong learning.
Employees need to be accountable
for where they take their own careers.
They need to share responsibility
for building their skills.
We need to tell them that they have a job
in the company today, but that they need to grow
because their job in the company will evolve too.
They also need to be accountable
for learning on a permanent basis.
Then, support functions,
especially human resources,
also need to make that happen.
They are in the driver's seat:
their job is to monitor emerging technology,
to build employees' skills
and open up organisations' horizons.
The question is whether our jobs tomorrow
will involve clear-cut job descriptions
or a set of skills we have used
at various points in our careers
and we can use again
at any time in the company.
We will be working in matrix mode.
We will be shifting towards project mode.
The important thing will not be the job we do.
The important thing will be the skills we have,
And the skills we need to build.
leading other generations.