Also in the 1960s the state built a system of Regional Technical Colleges (now Institutes of Technology) to provide technical graduates for the emerging industries.
The 1980s saw the emergence of FÁS which would make a major contribution to training in Ireland over the next two decades. By this time many of the original industries had declined and disappeared to be replaced in the main by high-skill enterprises. The 80s and 90s saw the continuing growth of L&D professionals and by then, very few companies failed to see the absolute benefits of a trained and skilled workforce.
The Future of Learning & Development
Lory Manrique-Hyland
To know the future of L&D, we need to understand where we are now. I’ve been involved in training and key talent programming for over 25 years. When I started in the workforce, I didn’t have email. I’ve seen the progression from classroom-based learning only, through computer-based training on CD-ROM, and the internet revolution through today where companies have in-house Learning Management Systems. What has remained consistent throughout the years is something no technology can replace - the human touch.
To gain an overarching perspective, I contacted Jenny Petite Newman, Senior Global Social Media Training & Design Strategist for Dell. She is based in Texas and has collaborated with teams in Ireland and around the world to design training and accreditation programs.
She thinks that today L&D is enduring an identity crisis by being a mixture of old concepts and new trends. The workforce is currently comprised of the most diverse set of generations (baby boomers, Gen X, Gen Y, Gen Z and Millennials) ever seen. This leads to a divide between what people consider training and what they prefer to call learning mode.
The more globalised and remote-based workforce’s become, the more difficult it is to get people into a room for a single piece of time.
Older generations think the classroom is where it’s at while those newer to the workforce like to learn anywhere. These preferences can either progress or stifle an L&D organisation’s strategic direction and output, depending on the perspective of those in charge.
These differing views can cause a major challenge between people creating content with those receiving content, who believe it should be done a certain way.
This is a logistical challenge to overcome. Jenny leads a team of training designers at Dell, and they chose to deal with this by not focusing on the medium but focusing on the learning preference. This allows them to hone-in on learning type and not on modality.
Her team is tasked with designing training that is stimulating to all the senses and all the learning styles. For visual learners, they create mini videos; auditory learners receive podcasts; tactile learners prefer 1x1 consultations where they bring them through the learning, either remotely or face-to-face. They create on-line modules, and if participants want to know more, they can request the personal attention. They take an on-demand, pull not push approach. The experience is unique in each modality, and her team, who don’t offer what can be found online, are seen as a trusted resource.
This leads to a conclusion that the future of training hits the main points and is quick and digestible. However, a human to talk to should be available too, if the learner wants to know more.
Stories will always be needed to learn - you need humans for that. If content is easy and digestible - they will come to you for the personal touch.
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