Firms must embrace personalised learning for workforce development
In the progressively dynamic and rapidly evolving world of work, personalised learning has come to the forefront as a key solution embraced by forward-thinking organisations. This practice is seen as essential in addressing the diverse needs and experiences of employees, be they widely dispersed remote workers or individuals managing hybrid work environments; thereby ensuring team members remain engaged, equipped, adaptable, and upskilled for the future.
Tony Maguire, Regional Director for Australia & New Zealand at D2L, defines personalised learning as "more than having an individualised learning plan based on what learners already know and their learning preferences and styles." He perceives it as a novel approach that encourages self-sufficiency, empowering employees to proactively manage their workplace and skills development alongside their professional journey. It endeavours to uphold a shared goal between the employer and the employees; that of an effectively and efficiently trained team member whose growing contribution is recognised and rewarded in line with the successful performance of the business.
Reflecting on his conversations with numerous CEOs and board members over the past year, Maguire outlines four key drivers he believes underpin the effectiveness of personalised learning within successful organisations: Choice, Smart Tech, Value and Strategy.
The first driver, 'choice', evokes the need for flexibility and strategic decision-making in creating personalised learning journeys. Maguire opines that personalisation does not entail designing a unique learning plan for each student, rather, it is about creating choice and crafting a learning journey that is adaptable and suitable to the learners' unique backgrounds, abilities and preferred learning modalities. He affirms that smart tech tools can be critical allies in this regard, empowering educators to offer a spectrum of personalised assignments, assessments, and milestones suited to learners of all ages.
Among the technologies driving 'smart tech', learning management systems (LMS) are notable for their ability to provide personalised learning at scale across the workforce. LMS can generate self-paced online coursework and develop personalised learning content tuned to each student's needs, subsequently surfacing data that was previously unavailable. Integral in tracking individual progress and releasing remedial materials and enrichment activities, LMS has thus revamped the process of personalised learning, making it scalable, efficient and successful.
The 'value' driver emphasises the organisation's role in recognising and responding to the diverse learning needs of its employees. In this vein, Maguire suggests that short and longer form learning embedded within strategic business goals can enhance the employees' proficiency in a particular skill set. He highlights the role of LinkedIn Learning and micro-credentials in upskilling or reskilling employees and helping them progress in their careers.
Finally, the role of 'strategy' in personalised learning cannot be underestimated. Encouraging organisations to align programmatic learning experiences with their workforce skills gaps represents a systematic approach to addressing specific organisational needs. This personalised approach, according to Maguire, not only enhances employee engagement but also contributes to the organisation's overall business success.
To conclude, personalised learning is a valuable tool for both employers and employees. For the former, it represents a strategic instrument for filling skills gaps, driving innovation, and maintaining competitiveness; whilst for the latter, it offers a pathway to consistent personal and professional development, in alignment with their aspirations and organisational requirements. Encouraging businesses to adopt personalised learning approaches is therefore pivotal in fostering a resilient, adaptable, and forward-thinking workforce.
