A new perspective of learning in organisations: eight strategies to develop skills and core competencies

Abstract

Purpose The post-pandemic world of work portrays a changing learning landscape that allows employees to control their learning requirements. This study aims to show how organizations can facilitate effective learning environments to suit employees’ changing needs. It points out how they can facilitate personalized learning experiences for their employees by various means. Design/methodology/approach This study draws on existing literature in the domain of self-directed and self-managed learning. It also extensively reviews the practical training tactics adopted by organizations and learning and development leaders. Findings The most significant contribution of this study is highlighting that self-directed learning is not limited to being a function or an approach adopted by employees. There are various ways by which organizations can facilitate learning, encourage and also enable their workforce to own and drive their personal development for future job roles. This study lists eight new learning and development strategies, ranging from tactical to strategic, to facilitate personalized learning in organizations in the prevailing era of flexible working environments in which organizations embrace the hybrid model and offer better work-life integration. Practical implications By cultivating self-directed learning via described strategies, organizations can encourage employees to share performance ownership. Originality/value This study is a literature review that highlights the increasing proclivity of employees toward self-directed learning. It suggests new learning and development strategies that every organization should adopt to sustain the changed world order and expand the learning opportunities for its employees.