Mapping the L&D Landscape of Enterprise India

Change is the only constant. Nowhere is this more relevant than the workplace in a business organisation. Human capital, a key ingredient for the success of any organisation, is initially deployed with a specific skill set relevant to the role. A lot of learning happens on the job, even for those with experience.

But organisations need to create and maintain a cadence in their learning and development (L&D) program for the constant flux of skills and new demands for the same role and responsibility.

This is applicable not just for new employees who are still learning the ropes, but also for the C-Suite. At the junior level, resources need training on operational aspects, including new technologies and practices in their domain. At the middle and senior levels, the training programs would need to add human capital management skills while honing their operational capabilities.

At the C-Suite level, people need regular training on how to handle complex situations, engage with media as official spokespersons of an organisation, conduct themselves in their public discourse and tell a story that is compelling enough for the audience.

L&D programs need to be incorporated as part of human capital strategy not just for direct positive business outcomes but also as an engagement and retention tool for resources. Employees, irrespective of their place in the hierarchy, benefit with reskilling. It is key to survive and grow in the new workplace as competition for jobs and specific roles heats up.

The key elements driving need for reskilling were increasing productivity, keeping up with the competition, driving employee engagement, changing technologies and employee retention.

Having said that, L&D should not be a ticking-the-box affair and organisations need to tune it to the needs of the employee and consciously sync it with organisation goals. This is not an easy process as many such training programs are not built to suit.

It is important for organisation to explore L&D processes and look at ways to break down silos and at the same time link impact to performance and business KPIs.

Few critical steps need to be incorporated to craft an effective L&D strategy and this would include things like mapping out skills gap, setting smart goals, measuring the outcomes of the program, refine the program with each iteration and then repeat the process.

In this L&D report, we look at findings from a fresh survey, conducted only for India. Coursera undertook this survey to gain insights into the evolving landscape of corporate learning and development in India. The survey was spread over seven industries, with 71 participants asked to share their perspectives on India’s L&D landscape. The findings offer a glimpse into the challenges encountered by L&D leaders, their perspectives on where efforts should be focused, and, importantly, how to gauge the success and shortcomings of such learning initiatives. 

Key takeaways:

• • Indian leaders prefer distinct metrics to measure return on investment for L&D compared to their counterparts in other nations.
• • HRs fish for digital skills the most.
• • L&D leaders maintain a keen focus on data analytics and emerging technologies, likely in response to AI.
• • Leadership stands out as the most desired human upskilling.
• • Hands-on learning remains unparalleled.
• • The majority of organizations recognize the need to increase their L&D budget within a year, driven by technological advancements and the imperative to attract top-tier talent.

Download the Survey Report: https://zfrmz.com/Yo1ttfZK0hJk01Ht7zWm

No TechCircle journalist was involved in the creation/production of this content.