Measuring the business impact of L&D programs is an essential step for organizations that want to ensure they are getting the most out of their investment in employee development. By understanding the ROI of L&D programs, organizations can make informed decisions about future investments and optimize their efforts to deliver the greatest impact. Additionally, it can help to demonstrate the value of L&D to employees and improve employee engagement and motivation.
If the words “upskill and reskill” are bantered about by executives in your organization, that’s a big opportunity for you to demonstrate your value. And if they’re not, they should be. The World Economic Forum estimates we will need to reskill more than 1 billion people by 2030. How can you leverage this situation to demonstrate your value?
If you ensure that you only create competency-based learning for a role, you will never again create learning that doesn’t transfer. If you use a competency assessment tool that personalizes learning for each person, you will maximize learner engagement, accelerate learning transfer, and you WILL be able to measure the positive impact on skills and business results.
Now you have a model that people can easily assess against for both upskilling in their current job and also reskilling to learn a new role (career planning and workforce agility). It will define any skill gaps and tell them exactly what learning level of activity they need to develop. It will make them self-sufficient and able to capitalize on intrinsic motivation and a growth mindset. And it tells you exactly what learning content you need to close your organizational skill gaps and position it for future success.
Today we will answer a common question, How can we use competency models to develop a competency-based training program for supervisors? Like any other role, a competency model for supervisors will focus on those tasks they need to perform to achieve their part of the corporate strategy. This likely includes people management and technical/functional tasks/skills. Competency-based learning is where you map learning activities to the entire competency model. You want to do this including activities across the 70-20-10 model (experiential-collaborative-formal).
When you make your competency model accessible and assessable, whatever competency assessment system you choose must support making these changes easily. If it’s too difficult, it won’t happen, and then your competency model will be out of sync with strategy.
The Institute for the Future says that 85 percent of the jobs that will exist in 2030 haven't yet been invented. Guess what? That means that jobs that do exist today will be replaced by those new jobs. And it won’t take until 2030 to happen. It’s happening now.
For competency-based learning to be sustainable, the competency model must be agile. Competency models describe what someone in a particular role should be able to do to perform their part of corporate strategy. If your strategy is changing regularly (and I believe that for your organization to continue to survive, it will), then your competency model has to change/adapt as well.
