Since the beginning of the Covid-19 epidemic, formal education systems have made dramatic changes to digital, as have job training. The same forces that brought about the change in the classroom have accelerated the adoption of more digital learning in training in the workplace णे to advance the trend that has already begun.
Many employers are investing heavily in the professional development of their workers than before the epidemic. One motivation is to give workers new skills so that they can grow their business whenever they have Rapid rate of skill obsolescence, Increasing the need for lifelong learning. And employers are competing to attract and retain what employees call “.The battle for talent.”
Simply put, the short-term recession of 2020 has led to a massive shortage of workers and skills in 2021 – and has put talent policy and human capital at the top of the corporation’s strategic agenda.
This dynamic is central to what my colleagues and I have been studying Recent research with employers It is exploring new landscapes for learning in the workplace.
Our analysis sheds light on a world in which education is becoming increasingly digital, delivered when it is needed, and in less and less structured ways than in the past.
These developments will have significant implications for colleges and universities, training and skills providers, Adtech companies and investors and other stakeholders in the educational environment.
The changing market also sets the stage for the emergence of new types of technology solutions and partnerships.
Small, fast, cheap
Prior to the epidemic, workplace learning was already growing to include more technology-capable “microlearning” that was less formal and less structured than traditional training programs. A few years ago, leading analyst Josh Bersin popularized the idea of continuous learning and immediate application to real-world work problems.Learning in the flow of work. ”
Instead of our traditional concept of “training” as a time-out to visit the classroom from everyday work, on-the-job learning is just about time, job-related content – often via a laptop or on a smartphone, desk or on the floor of a product store.
By many employers “Learning experience platform”(Or LXPs) that curates content and learning from a variety of sources in a portal and creates personalized and trackable learning paths. As one training director interviewed for our study described, “learning experience platforms allow us to democratize learning for everyone and reach out to the people” विरुद्धwith training programs that in the past focused on small groups of senior executives. The epidemic also led to the purchase of low-cost subscriptions for online training libraries.
Short-form digital learning in the workplace does not mean eliminating classroom-based corporate training or more structured on-the-job learning. But it does mean that employers and workers are changing expectations and running data and algorithms and counting what workers have learned.
Before the epidemic, around Half of all corporate training hours It was already being delivered online or in mobile mode, and has grown rapidly over the last 20 months. This means that there is a wide gap between the digital-leaning training world in many workplaces and the traditional-leaning methods between colleges as they return to teaching individually.
Employers have when it comes to employee education and development Long friendly Options that are directly aligned with their business objectives and affect the bottom line. Employees, of course, often want skills development that can be recognized externally and have a career-long value beyond their current employer.
Microcredentials are emerging as an ideal bridge between employer and worker interests: an employer can support an investment in a job-related course or certificate, which the employee can then “stack” directly into the degree, either out of pocket or with the employer. Support
As more and more employers offer educational benefits to their employees, it is worth noting that there is a tendency to include small and fast offers, not just degrees. In response to our study inquiry, education benefit management company Guild Education reported a 149 percent increase in applications for certification programs during the epidemic. And from the end of 2019 to the end of 2020, the number of active students in the short-form offerings brokered by the company has increased tenfold.
Another major momentum is the emergence of large-scale online learning platforms, such as publicly traded companies Coursera and 2U (Now Together with EdX), which is developing a rich ecosystem of courses, microcredentials and full degrees that employers accept as a resource for their employees.
Just a few weeks ago in Coursera’s quarterly results, the company Reported Sales of its services to employers have increased by 75 per cent over the previous year and it has more than 700 corporate customers, an increase of 124 per cent over the previous year. At 2U, there is a portfolio of membership offers, including enterprise business-skills-based technical training and other courses. The company’s fastest growing sector.
As noted in our new report, changes to subscription business models, smaller units of consumption, mobile delivery and on-demand offerings bear some resemblance to the changes seen in the music industry over the last 20 years.
Big changes are coming
Direct corporate involvement in secondary education Is growing Because employers play a more active role in developing the workforce they need – and in many cases they are providing their own credentials directly to workers. Our research suggests that a growing number of employers will issue digital badges in the future to document the skills and competencies of their employees, an example of which is currently given by such firms. PwC And IBM.
Workplace education has historically been an important market for postsecondary institutions: just consider executive education offers, continuing education and non-credit certificates, online degrees for working professionals, and more. Employers are now making it clear that in order to continue competing in this space, colleges need to be more flexible and agile, technology capable and bring a more modular approach to their curriculum.
Colleges and universities have an advantage as key partners for employers when it comes to developing talent, and the value of these local partnerships is often highlighted in our research. But their future role is uncertain.
We are still in the very early stages of a critical transition – and we are living in a truly long-defined “future of work.”