eLearning for Transformation
Didactic innovation to enhance human capital
Most organizations are what the people in them know and do. The indisputable value of human capital requires investing time and effort in training programs that allow the best preparation and motivation of employees.
This, related to a labour market in full swing towards excellence and a public that increasingly values the quality of service, forces corporate training plans, public and private, to undergo permanent changes and evolutions in order to adapt to the times.
Skills and Digital Transformation, trends in corporate learning
Starting from the necessary coexistence of these factors with the essence of the respective businesses, corporate training plans are established as a key tool with direct impact on the performance of people, their jobs and, therefore, on the strategy of the organization to which they belong.
It is common for entities to program their training plan according to annual cycles and fiscal years, but the reality is that more and more attention is being paid to strategic plans related to long-term corporate training objectives.
At present, the so-called training itineraries associated with profiles are gaining strength and settling with criteria in the training strategy of organizations. This type of itineraries tend to focus on performance evaluation and so-called soft skills. Although in recent years new training families are being associated with new approaches that differ from the traditional ones, we are talking about Digital Transformation, and its logical impact on corporate training plans.
Transformation of training plans
When we talk about Digital Transformation we think about what is going to be done new for the improvement of services, but also about how it is going to be done, training employees to achieve this substantial improvement of corporate processes.
Thus, the necessary Digital Transformation begins to articulate the strategy and contents of corporate training plans, addressing specific areas such as:
- Approach to Digital Transformation (Big Data, BlockChain, Artificial Intelligence and Machine Learning, agile methodologies, cloud, …)
- Innovating in the company: Design Thinking and LeanStartup
- Project management with agile methodology: SCRUM
- Emerging technologies: know to act
- Motivation 2.0
- Effective Communication 2.0
- Negotiation and sales 2.0
- Leadership in the digital age
- Corporate management tools
This “new family”, which finds its meaning in the need for organizations to adapt to new models of communication and management, is called to replace (and is already happening) the family that brought together the traditional and universal computer management tools.
Independently of those training needs that could be due to exogenous causes (e.g. specific technologies for a project), endogenous (e.g. management of corporate applications) or of extension of specialized knowledge, we contemplate 6 training spaces for the development of those competences or acquisition of transversal knowledge (support to the denominated “office work”).