Learning and Development (L&D) professionals face several key challenges—or opportunities, as Jo O’Driscoll-Kearney, the Chief Learning Officer at Majid’s Al Futtaim believes—in their mission to foster continuous learning.
In an interview with The HR Observer, O’Driscoll-Kearney identifies two key areas of focus which are the ownership of learning and the pace at which learning must adapt to advancements in artificial intelligence (AI).
“Learning in today’s fast-paced world is not the responsibility of a learning team. It is a collective effort that requires you to think about how you own your learning and that of your teams,” said O’Driscoll-Kearney.
Taking ownership in learning
Despite the long history of workplace learning, a persistent myth remains that learning should be prescribed by the L&D team. However, O’Driscoll-Kearney explains individuals must recognise that they must be accountable for their learning journeys.
An effective way to frame this is through the equation that looks at: leaders as advocates, employees as activists, and managers as allies.
She explains that this collective effort ensures that learning is not just the responsibility of a centralised team but a shared commitment across the organisation.
“You need to deep dive into each of those areas and be a growth champion, operational builder and a learning leader. You need to be your own chief learning officer.” adds O’Driscoll-Kearney.
The pace of learning in the AI age
“The rapid evolution of AI presents a formidable opportunity, as the obsolescence of knowledge occurs faster than ever,” she explains.
Therefore, the demand for updated skills intensifies with each technological advancement, making AI education increasingly complex.
To tackle these challenges, Jo explains that companies must adopt a proactive approach to learning and segment training according to meet audiences not where they are, but where they can be. Yet, even with structured programs, she adds, individuals must own their learning journey, utilising podcasts, or self-directed learning platforms to integrate learning in their everyday activities.
Strategies for Success
Mobile Talent
Finally, Jo emphasises the paramount importance of mobility in organisations as a lever of accelerated learning. “I have such a strong committed belief here that most people in your organisation possess the skills that you need, and people are often in the right house, but they are in the wrong room,” she told The HR Observer.
“But deciding whether to invest in upscaling existing employees or hiring new talent should be very strategic and should be informed by research and data as opposed to gut feel,” she added. You need to see your people through fresh eyes every day.