Spending a lot of time with organizations, at conferences, and reading industry research and blogs, I see the phrases “out of sync” and “learning revolution” being thrown around a lot in reference to the current state of corporate learning. There might be some truth to those words – only 18% told Degreed they would recommend their employers’ training and development opportunities.

But a more accurate statement is that there is a massive shift happening in the way people are learning in their jobs.

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The fact is, most workers do spend time learning every week, and they progress every day, in all kinds of ways – not just sometimes, in courses or classrooms. This means that the L&D environment should enable self-directed development as well as formal training – and it should do that through both micro and macro-learning. Equally as important, we as L&D leaders, have to make the vast array of learning content and experiences more meaningful by curating the right resources and tools, providing context, and by engineering useful connections and interactions.

We call this a learning ecosystem. We are in an exciting time where technology, the gig economy, the vast demographics of our workforce have given us the opportunity to rethink our approach and the possibilities! So what does a culture of continuous learning that includes formal and informal, job training and career development, L&D and self-service, look like?

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You need a comprehensive ecosystem of systems and tools that include the following capabilities:

  • curate many different types of content
  • Allow learners to explore indefinitely
  • Aggregate data from all over the organization without manual work into one tool
  • Dashboards to monitor activity deeper than completions
  • Analysis without spreadsheets or data scientist

Perhaps most importantly, embrace APIs, and standards compliance using Tin Can/Experience to ensure that all of your tools will plug in together.

There is also no one-size-fits-all for tools, but platforms like Degreed and Bridge help facilitate L&D’s expanding requirements through their support of required, recommended and self-directed talent development, allowing organizations to meet the needs of a changing workforce.

Learning and development opportunities are a critical factor in making employee engagement (and more importantly, performance) happen. Today, people expect utility, relevance, and personalization, and you create that through a comprehensive learning ecosystem.

Want to know more about the Degreed and Bridge ecosystem? Check out the PR on their new integration.

Co-authors: Sarah Danzl – Communications & Content Marketing, Degreed & Katie Bradford – Director of Platform & Partner Marketing, Instructure

When we talk about the value of learning, it’s commonly linked to increasing the capabilities of the larger organization to drive performance, productivity and business outcomes.

But as the workforce becomes more saturated and diverse, employees are finding out that their ability to get new and improved jobs aka employability, is based on their skills. And to keep up, worker capabilities need to be improving all the time. Rightfully so, workers are demanding opportunities to learn and gain new skills.

The smartest CLO’s realize that if they don’t enable continuous growth in-house, and offer a variety of learning experiences and opportunities, employees will leave.

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At the Degreed LENS event in November, learning analyst Josh Bersin shared that career development and learning are almost 2x more important than compensation and benefits to employees. “When high performers leave your company, it’s usually because they felt they could find a better opportunity, more growth, more development by going to work for another company. It wasn’t for more money; it’s rarely for more money,” said Bersin.

And for those specifically interested in reaching millennials, lack of growth opportunities is the number one reason they will leave your company.

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Though a key factor to employee satisfaction, only 18% of the people Degreed surveyed said they would recommend their employer’s learning and development opportunities to a colleague. This is a big missed opportunity and an important issue.  Building a meaningful learning experience has become more than job productivity –  it’s your brand, your ability to attract people, your ability to retain them.

At the LENS event, Bersin revealed there are 20 different things that contribute to an employee’s sense of mission, purpose and engagement with your company– almost half of them relate to learning.

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“Learning owns probably 30 or 40 percent of the employment brand in your company. The issue of how we learn and how we share information in companies is very essential to the employee experience at organizations,” shared Bersin.

People are a big expense – up to 70% of operating costs in many organizations. Investing in them through learning, keeping the workforce engaged is more vital than ever, and treating L&D as a core part of your brand’s success is essential to making that happen. Take the first steps to making learning part of your brand at Degreed.com.

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