Learn, unlearn and relearn: Future-proofing your workforce | Learning and Development - Human Resources Online

HR leaders from Maybank, TIME dotCom, Citi and Digi reveal to Jerene Ang how their organisations approach lifelong learning.

Case studies featured:

• Nora Abd Manaf, group chief human capital officer/group EXCO, Maybank
• Wan Ezrin, chief people officer at TIME dotCom 
• Jorge Osorio, chief human resources officer at Citi Singapore 
• Lydia Low, HR business partner for the marketing and business division, Digi

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Jerene Ang, Senior Journalist at Human Resources magazine says, "In today’s ever-changing world, there is a demand for new skill sets every year. For organisations to survive in the long term, it is imperative they ensure staff  remain future-ready and embrace a culture of lifelong learning."

Photo: Human Resources Online

Specifically in Malaysia, Nora Abd Manaf, group chief human capital officer/group EXCO, Maybank, observed: “There is a high degree of acknowledgement on the need for lifelong learning, especially in today’s VUCA environment. This is an opinion I formed based on the different forums and committees that I participate in or chair. There is indeed widespread agreement that a critical 4.0 skill is the skill to learn, unlearn and relearn.”

She noted progressive organisations have begun to strengthen their internal capability for learning to ensure their organisation’s continued viability and survival, adding that in the past year, many organisations have released their plans for upskilling their workforce and the creation of a workplace that supports learning.

Having established the importance of learning, what are the top considerations HR and L&D leaders have when selecting training programmes for employees?

To answer that question, Wan Ezrin, chief people officer at TIME dotCom, said: “The first would be, how relevant the programme is with respect to business needs and if it will add value in the long run. The second is, which employee would be the best to send for the training, and if they will be able to maximise the learning experience.

“And last, but not least, the training that provides the best value for money. This does not mean that we should always go for the cheapest solution, but we want the best value out of every dollar we spend on development.”
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Source: Human Resources Online