Continuous learning
My career began with a CIMA qualification. It was a fantastic way of getting a foot in the door of a big organisation. Day-to-work constantly throws up incidences where I refer to CIMA theory – I regularly revisit and implement the theory taught during the CIMA process.
As part of individual performance measurement in IBM, everyone is strongly encouraged to complete at least 40 hours of annual learning and the successful application of new skills is assessed. This is a terrific excuse to continually assess the gaps in our skills and maintain our CPD. But where does one start, or get the time?
As is the case in most larger companies, IBM leverages technology to enable employees to customise their own learning page to suit their style. AI can make recommendations on learnings based on your role specifications, and the preferences selected by the learner. Hot roles/skills are visible on the same platform. The skills required for those roles can be displayed, and the offerings added to my learning queue to bridge my skills gap to assist in promotion.
IBM follows a digital badge-based approach to develop and assess talent. Digital badges drive positive engagement as people view them as an investment that enhances their CV, and simultaneously aligns them with company strategy. Additionally, being a member of a body like CIMA gives one a chance to be part of a very large networking group with access to events, research, and all the associated benefits of such an association.
Wearing a CFO hat, what’s the payback?
Not only can the right level of training result in reduced attrition and hiring costs, increased employee engagement can also be measured. Increased productivity through upskilling is another concrete benefit. AI can pinpoint development opportunities based on how employees interacted with learning content and therefore speed up the roll-out of future training initiatives. Most importantly, better engaged employees deliver differentiated client experiences that lead to improved business results.
Wearing a parochial hat, the battle for business originates not only from external competitors but also internally across divisions/countries. Having an agile skilled workforce provides an advantage in competing for internal investment.
Is L&D strategy just focused on internal needs?
Definitely not. Skills are a key currency in the search for talent. Companies require very different skills than they did in the past. Coupled with this, is the ever-changing skills requirements that
are not easy to predict. As is the case for others in the tech industry, IBM is constantly searching for people with the right balance of hot skills, but the education bodies are only able to produce a fraction of the needed graduates.
L&D professionals must put their function on a plate for the C-suite. They must prove they are not simply a provider of courses but are also critical to the recruitment of talented staff. At a time when most companies are struggling to retain talent, L&D professionals must understand why talent is going elsewhere. Similarly, L&D professionals must be involved in exit interviews from companies, and report to the C-suite on why employees are leaving.
A successful model – alternative solutions to addressing shortfall in the talent pool
This challenge has provoked out of the box thinking for the provision of external L&D initiatives.
First established by IBM and local educators in New York, P-TECH (Pathways in Technology) aims to give learners in under-supported communities a career pathway in the digital economy.
It combines second-level school with elements of third-level education and workplace experience with industry partners, without necessarily having to spend four years at university. P-TECH students who have achieved the educational goals will be first in line for consideration for suitable jobs with the industry partners. Importantly, there is open enrolment, with no exam or entrance requirements.
Ginni Rometty, Chairman, President and CEO of IBM describes this: “Even as many seek to revitalise traditional industries, lasting job creation will require an understanding of important new dynamics in the global labour market. This is not about white collar vs. blue collar jobs, but about the “new collar” jobs that employers in many industries demand, but which remain largely unfilled.”
There is a strong belief in IBM that jobs in areas such as cloud computing, cybersecurity, and digital design are about having the skills and practical experience. Already, 10-15% of IBM’s US hires do not have a traditional four-year degree. Ireland is the first country in Europe to adopt the P-TECH school model with a pilot launched in Dublin in November 2018. Watch this L&D space!
CIMA’s CGMA Essentials gives you 12 months of unlimited access to a library of recorded webinars and conference sessions. Examining the industry’s hottest topics, technical skills and career development essentials. To find out more, please email
adrienne.smith@
aicpa-cima.com or refer to
www.cimaglobal.com/CGMAessentials
15
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32
