People development has become focused more on the individual needs rather than sheep dipping a tier or group of similar job titles. Empowering individuals to develop themselves through blended learning, anytime, anyplace, anywhere, has proved powerful. As Deloitte 2020 research shows:
Organisations designed career programs around work behaviours, enabling people who might be “makers” or “doers” (rather than managers) to still have robust career paths ahead of them. This can help organisations to retain their top talent at a time when the rate of disruption has made it more important than ever to retain individuals with the institutional knowledge to inform go-forward business strategies.
Organisations created learning programs catered around workers’ learning styles and preferences, such as whether they learn best by experience, in the classroom, on their own, or in teams. This would enable them to develop in ways suited to their preferences—helping them to reskill and upskill faster to meet changing business needs.
Talent acquisition programs recruited people based on their capabilities and attitudes toward work-life balance and where they are in their careers. This would help organisations broaden their talent pool by bringing in people at different ages and stages for different business and skill priorities, which is becoming increasingly important in today’s tight talent market.
Leadership programs were organised around evolving individual capabilities, needs, and expectations, enabling more fluid movement across roles. This would help create the type of adaptable, team-oriented organisation that aligns leaders to the way work gets done, helping improve organisational outcomes and increase business success.
So, to lead a multi-generational, culturally and gender diverse organisation means creating organisations where there is equal emphasis place on individual needs, teamwork and collaboration and the organisational needs. All aspects need to be considered in all business operations, culture and leadership.
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