Don’t take our word for it

 
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ATD’s Lifelong Learning report found that the number 1 benefit of encouraging lifelong learning, cited by two-thirds of respondents, is improved employee engagement levels followed by overall organizational performance (57%), an improved ability to retain talent (56%), and an improved ability to meet changing business needs and objectives (54%). 

 
 

Creating personal development plans for all employees and leaders is a top practice—and it's linked to better market and learning performance. (ATD’s research on Building a Culture of Learning)

 
 
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The most effective way for HR leaders to help employees keep pace with shifting skill needs is by building connected learners.  Connected learners are eight times more likely to be high performers. To build connected learners, organizations must evolve their approach to employee development across several key fronts:

  • Skills Identification: Instead of trying to keep up with leader requests, leading companies are capturing the skills shifts in the market and determining the most pressing skill needs for employees across the organization. (Role-based competency model)
  • Employee Motivation: Rather than just communicating skills requirements, employees need to understand how they can personally grow by developing the skills the organization needs. (Competency assessment)
  • Learning Solutions: Providing self-service development options can overwhelm employees; leading organizations are brokering quality development experiences to accelerate new skill development. (Personalized learning)
 
 

The most valuable aspect of the SDLE for me was that it made me more willing and more motivated to learn. I could optimize my educational experience and focus where I most needed it.

– Synchrony Self-Directed Learning Engine user

 
 
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Several benefits of using a holistic approach with a competency model, establishing a baseline assessment, and building a customized, individual development plan (IDP) include: 

  • Forces leaders to define what learning and development really is
  • The ability to build informal learning opportunities and on-the-job embedded learning
  • Helps learners take more responsibility for their learning on the job
  • Gets managers on board with the learning and development
  • Guides leadership to make investment in learning and development
  • Most importantly, helps the organization in building and tracking a plan to show the closing of the gaps

– Kaiser Permanente Sales Director