![]() Six months ago, Gartner (2) pointed out that 53% of the respondents of a survey said that the inability to identify needed skills was the topmost impediment to workforce transformation, and 31% reported that they have no way to identify market leading skills. Nevertheless, most companies are flying ‘ data blind’ regarding the skills they need for transformation. The World Economic Forum and Josh Bersin, one of the world top leaders in human talent and development, agree that investment in capability development is the required framework to increase labor productivity growth (1). Thus, before anything else, we should look at the big picture, the framework in which learning experiences take place. The ultimate goal is to leverage the organisation to reach their business goals. ![]() They are not designed to simply create enjoyable moments. ![]() However, learning experiences are not loose elements orbiting in an organisation. Experiences like this are memorable and will most likely encourage you to do more or come back for more experiences (while you are reading this, you may remember some of your unforgettable experiences throughout your lifetime). However, if you buy an experience, you may go to unusual places, talk to different people, and enjoy it much more than the usual thing. You can travel to a place and go sightseeing with a powerful camera. Experiences have something in common: they go further than the usual thing. You can buy travel experience packages, go to food experience places, and try out sports experience as well. The word ‘experience’ has become very popular these days.
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