10 game-changing L&D predictions for 2016

by L&D18 Jan 2016
There will be serious changes to the workplace and L&D in 2016, according to a new report. 

In particular, there are four things in learning and development which organisations can focus on to get ahead of the pack in 2016. These include education (formal training), experiences (developmental assignments and projects), environment (a culture and work environment that facilitates learning), and exposure (connections and relationships with great people).
This is based on the prediction that the revolution in corporate learning will continue, which was one of 10 interesting predictions from Bersin by Deloitte in the new global report titled Predictions for 2016: A Bold New World of Talent, Learning, Leadership and HR Technology Ahead.
The report contains an annual review of the key business, training and talent management priorities, not to mention the trends that Bersin by Deloitte advise HR and business leaders to consider in strategic planning and budgeting.
Josh Bersin, principal, Bersin by Deloitte, Deloitte Consulting LLP, said that effective HR teams are starting to practice “design thinking” which involves studying the behaviour of employees and designing solutions to fit their working life. 
“One of the biggest challenges for HR in the next few years will be to focus on improving the work experience for employees while driving productivity,” he said.
“So HR leaders will have to work harder to understand what drives results."
The other nine predictions for 2016 include the following:
  • Global leadership development, coupled with career and talent mobility, will have a new focus. Additionally,mentoring and coaching will grow rapidly. The research indicates that coaching and mentoring are the most valuable talent practices to develop in an organisation. These activities should be built into an organisation's culture, rewarded and include the use of technology tools to attract external coaches.
  • The rush to replace and re-engineer performance management will accelerate globally. Many organisations around the world are moving away from top-down annual performance processes. Bersin by Deloitte argue that now is the time to test more continuous, developmental and empowering performance management and feedback processes to get the details right and consistent with an organisation's culture.
  • Digital HR will change the way HR organisations design and deliver employee solutions. Instead of allowing digital processes such as online learning and communications to overwhelm employees, Bersin by Deloitte predict HR and L&D organisations will focus on designing digital applications to improve the way employees are served and supported.
  • Dated HR systems will increasingly be replaced. As HR organisations strive to build true "systems of engagement" (instead of systems of record), ease of use, integrated data and analytics should drive a massive transformational shift – away from traditional licensed HR software to integrated HR and talent tools in the cloud.
  • New models of talent management will lead to a new generation of talent management systems. For example, the redesign of performance management to an often rating-less model is driving the need for talent management software built around feedback-centric systems. Additionally, aging applicant tracking systems used in recruiting are being replaced by new integrated recruitment platforms that include smart sourcing, candidate relationship management, interview management, applicant tracking and smart analytics.
  • Engagement, retention, and culture will remain top priorities as new feedback tools come to market. As the competition for talent remains fierce, topics of culture and engagement will continue to be big issues. Bersin by Deloitte advise L&D professionals and business leaders to look for new tools, techniques and analytics methods to encourage and collect employee feedback and help leaders understand where culture and management should change.
  • Diversity and inclusion will move beyond compliance and become a strategic part of business and talent management. Bersin by Deloitte’s Talent Management Maturity Model shows that organisations that align diversity and inclusion practices to business objectives are more likely to perform well on financial outcomes. They advise organisations to prepare for the talent market of 2016 by benchmarking existing diversity and inclusion programs against key areas including age, culture, gender, nationality, ethnicity/race, and mental and physical status.
  • People analytics likely will evolve to become a mainstream program in the HR function. Using new data streams coming from mobile, engagement, and feedback applications and network analysis, organisations are building valuable databases about what people are doing, their history, experiences at work and career progress. Increasingly, this data likely will be used to identify specific solutions to business challenges and to drive business results.
  • The HR profession leaps forward as a new breed of HR leaders emerges. Companies are investing heavily in innovation and analytics, organisations are sharing creative solutions more openly and HR's alignment with business is improving dramatically. 2016 should be a year of positive changes in multiple areas of HR and for a new breed of innovative and strategic HR and L&D leaders to come to the forefront.