Talent Assessment & Development – Priorities, strengths and challenges of organization-wide talent transformation initiatives by the KNOLSKAPE Insights Centre explores assessments and development modes utilized by organizations, and the link between the two. The study explores answers to questions such as – Why should organizations roll out talent assessment programs? What modes of learning are most utilized by firms to develop their people? What strengths and challenges do leaders face when they link their assessment and development initiatives? The report also includes a quiz at the end of each section, that will allow you to test the strength of your talent transformation programs
Learning mode is on the cusp of disruption.
The way we learn is undergoing a significant shift. The gradual yet definitive adoption of self-paced learning interventions signals a recast in the way that content is designed and disseminated, in tune with the aspirations of the modern, connected learner.
To understand this phenomenon more, we spoke with and surveyed the first movers in the world of self-paced learning. The insights from this study are split into two parts:
Part I: Learning strategy fit and decision-making criteria
Part II: Roll-out, adoption and future-focus
Pierre Nanterme, CEO of Accenture Global famously said, “Digital is the main reason just over half of the companies on the Fortune 500 have disappeared since the year 2000.” The Digital Age is upon us and has brought with it a tsunami of change that is affecting almost every sector. Where do reigning industry leaders stand in defining their digital strategy, infusing digital capabilities into their organizations and setting up a culture that is conducive for the digital era?
These are the questions we set out to answer in the KNOLSKAPE Digital Maturity Study. Through a combination of primary and secondary research, this report delves into the digital readiness of organizations, small and large, across three crucial elements of Digital: Strategy, Capabilities, and Culture.
Some key findings from the report:
About 64% of leaders surveyed believe their mission / vision / strategy is aligned with the digital world.
About 36% of organizations have teams accountable for crafting employee experience or employee journeys.
About 41% of leaders believe their organizational structures and processes promote cross-functional collaboration to bust silos.
The Global Financial Crisis of 2008 left organizations reeling, and the repercussions of the downturn are still felt almost a decade later. Discretionary spending was all but cut-off, and the mantra of “do more with less” is followed even today by many. As a result, over the last decade, the learning and development function has not always been viewed as a strategic entity by the business.
With the turn of the global business landscape, however, business leaders are realizing that they need to strategically invest in the L&D function, to optimize their workforce for present and future roles. KNOLSKAPE’s latest study – ‘Bridging the Outcome Gap’ presents our findings on organizations’ current learning strategy and implementation process, across four crucial elements for aligning learning needs to business requirements:
Learning strategy & leadership buy-in
Link to performance goals
L&D team capabilities, and
Learning methodology and ROI measurement.
Some key findings from the report:
While 78% of leaders surveyed believe that their L&D plan is in line with their business strategy, only 65% believe that their learning strategy is responsive to changes in the external environment.
Only 59% of the leaders surveyed feel that learning interventions at their organization help employees fulfill their current KPIs.
While 67% of respondents agree their L&D team can anticipate the training that may be required to meet the future demands of the business, only 40% Of respondents feel the L&D team has done a SWOT analysis of their business model.