In the last decade, what change have you seen in the way organisations are imparting learning to their employees?

In today’s fast-paced environment, every investment has to be substantiated. Linking people development to superior business outcomes has become more important than ever before.

According to a 2014 survey by Executive Development Association and Pearson, 52% respondents indicated Action Learning as the most effective method for accelerating development of Hi-Potentials, followed by Stretch Assignments and Executive Coaching (42% each) and Mentoring (33%). Given the way employees need to learn today, the best learning solutions are those that are delivered on-the-job, online and ondemand.

A gradual trend towards a gamifi cation-based approach to learning is also evident. Key elements of gamifi cation (such as points, badges and news feeds) are embedded into the learning environment, and the learners work toward specifi c and meaningful goals that are related to business competency improvement. This leads to a deeper and more immersive engagement.

How can organisations learn about employees changing skills and competencies?

Demand for online assessments is rising as they provide organisations the ability to record, analyse and draw timely and valuable insights recorded in real-time, across geographies. Organisations are now aiming at achieving scale, mass testing and immediate results tracking to ensure viability.

What, according to you, would be the solution for enhancing the quality of talent available in India, particularly in the context of a supply-demand mismatch of employable resources?

Organisations need insightful knowledge workers, instead of transactional resources. Educational institutions in India churn out thousands of graduates every year, armed with degrees and vying for a piece of the corporate pie. Unfortunately, if one goes beyond formal education and into what is required to prepare them for a transition into a professional role, a majority of them are essentially unemployable as they lack required fundamental skills. Organisations need a structured and comprehensive framework that can address the most important skills and competencies required to make a new hire or a current hire transitioning to a higher role, corporate ready. In a survey by the American Management Association, three out of four (75.7%) executives who responded to the survey said that they believe four key skills and competencies will become more important to organisations in the coming years. These skills are – Critical Thinking, Creativity, Communication and Collaboration. These four skills need to be the focus during the on-boarding phase as well as when an employee transitions to a role with a higher level of responsibility.

One of Pearson TalentLens Consulting India’s key offerings is a corporate readiness programme, the Core4, which encompasses the above four critical skills relevant for success. It helps reinvent organisations’ people strategy based on sound diagnosis, transformation and impact goals.

What defi nes a holistic Leadership Development approach?

Leadership development is an oft abused concept. Though most organisations attempt to put some kind of leadership development programme in place, the locus often tends to revolve around a select few and on acquiring new/cross-functional skills that run the risk of becoming redundant over time.

Evolved talent management solutions that are across the board are rare in most organisations.

A leadership development approach must be transformational - more adaptable; yet versatile, as it must blend with the current context and growth plans of the organisation.

Leadership transformation solutions should not only boost the company’s valuation by directly impacting the RoI (top-line/ bottom-line) but also help in transforming people’s lives by triggering a mindset change. Adequate tracking mechanisms must be in place to ensure the desired people and organisational transformation takes place, through promoting progress and maintaining momentum during the entire tenure of the programme. Organisations must focus on harnessing the talent that they have and groom this talent to maximise their potential – which directly impacts business performance and future growth.

Tell us about the DTI framework used in TalentLens Consulting India services.

Pearson, a global leader in learning, helps millions around the world learn better with solutions that are scientifi c, measurable and effi cacious. TalentLens Consulting India (TCI), the human capital transformation arm of Pearson in India offers solutions that are end-to-end and based on a Diagnostic-Transformation- Impact framework of learning.

Diagnosis is a two-dimensional stage with a focus on organisation and individuals. It starts with a study and validation of the leadership goals of the organisation. The performance and potential of an employee is understood in this stage using on-the-job analysis and Pearson’s research based assessments respectively. This is followed by creating a right learning ecosystem based on a combination of experiential learning and business coaching, matching ability and learning styles of individuals.

WThe most important and unique part of the framework is the Impact stage. As important it is to assess and develop individuals on leadership competencies, it is equally important to measure the impact of these efforts on individuals and the business. Proven techniques are used to establish the impact of the program on individuals and the RoI to the organisation.

AVantage, a leadership transformation programme and Core4, a corporate readiness programme, from TalentLens Consulting India are both based on the DTI framework of learning.


Urmi Dasgupta, Product Development Lead, Pearson TalentLens Consulting India

People and Management

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