The new workforce reality demands a change in thinking.
Millennials comprise 50% of today’s workforce, and will become 75% of the global workforce by 2025
Boomers. Gen Xers. More women in senior leadership rolls. A huge influx of Millennials. Today’s workforce is diverse and is undergoing radical changes. While these changing workforce dynamics are challenging, they also present a unique moment for you. Your leadership/talent development organization stands in an extremely powerful position if you can take advantage of these disruptions to change the way your organization views leadership and develops its people – and its future.
Today, women make up nearly 40% of MBA graduates and 40% of managers.
Organizations must ensure that they are developing people to their full potential so that they can fully contribute to the success of the business. Yet, many organizations are stuck in the outdated talent-development mind set of the past; an internally focused, static approach to learning and development. Continuing down that path means falling short of goals and failing to engage and retain top talent.
The Future of Leadership Development
It’s not only the workforce that is undergoing radical changes. The new digital-information era has created a more complex, volatile, and unpredictable business landscape. This requires new thinking in leadership development:
More focus development earned for oneself vs. “transmitted” from an expert. This is known as vertical development.
Transfer of greater developmental ownership to the individual. In other words, helping people out of the passenger seat and into the driver’s seat of their own development.
Greater focus on collective leadership (a process that is spread throughout networks of people) rather than individual leadership (the old paradigm in which leadership resided in a person or role).
Much greater focus on innovation in leadership development methods to develop the levels of collective leadership required to meet an increasingly complex future. Technology will drive the change.
- Nick Petrie, Senior Faculty, Center for Creative Leadership, Colorado Springs Campus
- Learning in a series of short “Quests” that combine activities, questions, and puzzles with multi-media content to drive knowledge. acquisition and retention.
- Quests combined and sequenced into a blended and collaborative learning path designed to achieve a specific outcome.
- The ability for employees to explore and contribute content as well as download tools and resources.
- The assignment of “To-Do Tasks” for on-the-job application along with standard task management functions such as scheduling and reminders.
- User uploading of task verification content.
- The validation of task completion by a “buddy” or peer group.
- Embedded tools designed to drive high levels of collective learning, problem solving, and innovation focused around the defined content and objectives.
- The use of research based “Inspiration Triggers” specifically designed to drive high social engagement and collaboration.
- Game mechanics such as points, badges, and leader boards to add a sense of fun, motivate repeated use, and provide a mechanism to track and reward progressive achievement.
- The delivery of “micro-credentials” in the form of digital badges that certifies demonstrated competency. These credentials can be customized to deliver company specific badges.