Learning and Development Post Covid

During 2020 the Fosway Group conducted rapid research on the perceived impact of Covid-19 on learning and development. Responses from 108 companies opened up several critical areas for discussion.

The key findings were:

♦ 94% felt it necessary to change strategy around what they did and how they did it;

♦ Only 12% felt that learning and development would go back to what it was before the pandemic or were unsure of what the future would hold;

♦ The most successful support platform for learning and development during the pandemic was the virtual classroom;

♦ Delivery modes moved, with the most important being video, curated content, mobile and micro-learning;

♦ 4 out of 5 organisations saw increased demand for digital learning from senior management;

♦ A higher demand for digital learning was felt by 71% of organisations;

♦ 84% thought it was important to integrate corporate communication platforms such as MS Teams with digital learning provision.

Let’s look at the potential implications of these findings on the future landscape of learning and development.

1. Need to amend the strategy

Limits placed on socializing meant that both internal and external live classroom training ceased almost immediately once COVID was designated a worldwide pandemic. Consequently, mirroring the shift from face-to-face meetings to online meetings, training also transitioned from the classroom to virtual collaboration platforms. This move online explains the “what they did” part of the findings; however, the “how they did it” part required a significant re-think in the design and content of learning solutions.

In addition, virtual classes need a great deal of thought to ensure participant engagement, equality of access and contribution, as well as effective ways of assessing the learning taking place. Furthermore, not every organization had a robust digital strategy; those with a mature digital strategy could cope more effectively since foundational skills and policies were already in place. Therefore, a key message to take away is the importance of learning and development teams having a core strategy that is flexible enough to be amended as and when business dynamics change. By being adaptable, organizations can better navigate unforeseen challenges and continue to foster a culture of learning.

2. Future direction

Some organizations have certainty around how they see the future of learning and development. Specifically, confidence exists among those who have a foundational strategy in place, possess the skills needed to pivot their approach, and have a business model already encompassing longer-term hybrid or remote working. However, there are other organizations for whom the future is less clear. The research was completed in May 2020, and it would be interesting to see how this finding has changed over time.

With the availability of vaccines and control policies, organizations are beginning to reconsider their readiness to move some learning and development interventions back into the classroom. Consequently, this finding is one area where the jury is still out on a final judgment regarding the directions organizations will choose. At a practical level, it’s clear that training is best conducted face-to-face in some cases, even if on the job. Therefore, while the landscape of learning and development continues to evolve, striking a balance between remote and in-person training will be crucial for organizations to meet their employees’ needs effectively.

3. The rise of the virtual classroom platform

Virtual classroom platforms such as Blackboard and Webex have been around for many years; however, the pandemic ushered in a new era of remote working, and the use of virtual platforms has expanded exponentially. Technologies such as Zoom and MS Teams took the lead for both meetings and education, becoming essential tools for communication and collaboration. Consequently, many organizations utilized these platforms to deliver virtual class sessions in place of live classes, which was seen as the most supportive approach during the pandemic.

As trainers have become more comfortable with the technology, it’s fair to suggest that this form of delivery is likely to remain at a high level in the future. Nevertheless, one serious issue persists that could cloud the use of virtual classes: the question of design. Indeed, few organizations have had the time to properly design effective learning solutions tailored to the new delivery model. Therefore, to maximize the effectiveness of virtual training, solutions must be specifically designed for the virtual environment, ensuring that they meet the unique needs of both trainers and participants.

4. Changes in delivery modes

The assessment that video, curated content, mobile, and micro-learning are the leading modes of delivery has supported a trend that has been in place for some time. Moreover, there is a clear preference for learning in the flow of work, which emphasizes accessibility at any time, short and focused content, personalization, and engagement. Consequently, these modes of delivery are likely to continue to be firm favorites in the future.

Additionally, as organizations adapt to the changing landscape of learning and development, they may increasingly invest in these innovative approaches to meet the evolving needs of their workforce. Notably, the shift toward remote and hybrid work has further accelerated the demand for flexible learning solutions that cater to diverse learning styles.

Furthermore, organizations are beginning to recognize that investing in such learning methods not only enhances employee engagement but also drives overall productivity. By offering tailored learning experiences, companies can empower employees to take charge of their professional development, which in turn fosters a culture of continuous improvement.

In light of these factors, it is essential for organizations to stay attuned to the latest trends in learning and development. By doing so, they can ensure that they remain competitive and equipped to support their employees effectively in a rapidly changing work environment.

5. Senior management support for digital learning

On the one hand, most learning and development leaders will be relieved that they no longer have to convince management of the benefits of digital learning; on the other hand, management had no choice when the pandemic hit. Nevertheless, looking at this positively, we can hope that this experience has signaled a permanent change in perception and support for digital learning from the top. If so, senior-level support will not only secure budgets but also help create an authentic learning culture.

Moreover, this shift could encourage organizations to invest more in innovative learning solutions, ensuring employees are equipped with the skills needed to thrive. For instance, by embracing technologies like artificial intelligence, organizations can offer personalized learning experiences tailored to individual needs.

Additionally, as companies recognize the benefits of digital learning, they may implement flexible training schedules, allowing employees to learn at their own pace. This not only enhances retention but also fosters ownership over personal development.

Ultimately, fostering a strong learning culture can lead to increased employee engagement and improved performance. Consequently, organizations that prioritize learning and development are likely to see positive impacts on employee satisfaction, retention, and productivity in today’s dynamic work landscape.

6. Employee comfort with digital learning

Employees who were previously reticent to embrace digital learning had no other choice during the pandemic. While some may still prefer the face-to-face option, many will likely continue to view digital learning as a valuable support for their development and lifelong learning goals. Consequently, critical to future success is adopting a strategy that focuses on learning in the flow of work. In addition, learning professionals must broaden their role to support employee knowledge and development by introducing new areas of content.

For instance, examples of content shifts during the pandemic have included the need for subjects such as working remotely, handling work/life balance, engaging in a remote environment, and managing a remote workforce. By doing so, organizations can ensure that their training programs remain relevant and effective in addressing the evolving needs of their employees.

7. Integration of learning and development solutions with the flow of work

As employees have become more familiar with regularly using technology for communication and learning, learning and development professionals have sometimes struggled to create a seamless experience. Consequently, software companies have recognized the rise in digital learning and capitalized on this trend by adding learning-specific features into their systems. Furthermore, the convergence of these circumstances supports the drive toward improving employee experience through seamless access to information and technology. Thus, finding ways to integrate learning and development with existing collaboration platforms is a natural step.

However, further work is needed to enhance diversity and inclusion by examining how learning and development can link to all employee life elements, from recruitment to performance and retirement. In summary, the learning and development profession has pivoted into a new reality. Although the pandemic has created challenges, it has also presented significant opportunities. Ultimately, many of the changes implemented will ensure that learning and development have a voice and can influence and guide decisions that foster an impactful learning culture, driving their organization toward success.

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