Who and What to Train?

It is time to solve the L&D dilemma

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Industry/Use Case

    Overview

    L&D has always been important to employees, but it has never been more so than it is today. Having a well-structured and updated L&D program is essential for employers looking to attract, engage, and retain the best people. For oneThe millennial & Gen Z workforce and especially high potentials want to progress quickly in their careers. They want to be a part of organizations that sincerely invests in their learning and development and has a very clear career path mapped out for them, in accordance with their individual aspirations. This expectation is likely to become more valuable and prevalent in the future as our working lives lengthen going forward.

    Furthermore, trends such as increased automation and other technology and workplace advances continue to have implications for job roles and skills needed. Employees and companies need to keep up with such changes to remain competitive.

    The way L&D is carried out has changed immensely over the last decade. This change is driven by factors such as – need for higher employee engagement to develop and retain employees, targeted learning based on competencies to achieve higher ROI, and continuous learning to cope up with changing nature of work and short skill shelf life.

    The workforce of today now rates the ‘opportunity to learn’ as among their top reasons for taking a job. Business leaders are aware that changing work practices, the longevity of career timeline, technology, skill requirements, and business models have created an enormous demand for continuous, lifelong development. Leading organizations are taking steps to deliver learning to their people in a more personal way, integrating work and learning more tightly with each other, and extending ownership for learning beyond the HR organization. Keeping the changing workforce and organizational demands in mind, it’s pertinent to create L&D programs that are clear on what to train, who to train and how to train to successfully upskill the workforce in a way that enables the creation of future-ready organizations.

     

    Table of Contents

    1. Preface

    2. Introduction

    3. What to Train?

          Step 1: Mettl Redundancy Index •

          Step 2: Creating Competency Frameworks for Each Job Role 

    4. Who to Train?

          Step 1: Training Need Identification 

          Step 2: Assessing Employee Trainability

          Step 3: Creating an Individual Development Plan

    5. Conclusion

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