Traditional learning structures are internally programmed by the designated need for skills growth and predesigned options for career paths for individual employees. As learning teams endeavor to forecast the possible pathways for new and existing employees to meet the needs of the organization, they get locked into long-term growth planning that fixates on a broad plan based on current circumstances limited to the impact of change factors. As employees seek to enter and grow within the organization, they are often pushed to decide on career paths that have little deviation despite having micro-options along the way. Microskills development often takes place adjacent to the career path.v
Goals and Objectives
Increase career path flexibility to constantly account for each employee’s individual interests contextualized by organizational skills requirements bounded by OKRs.
Equalize the input employers and employees have into defining what individual growth looks like and how it meets the needs of the organization.
Leverage AI and dynamic skills ontologies to merge employee interests, goals, and VoE data with the organization’s understanding of skills on hand, developmental potential, and skills in need. As the organization’s goals and OKRs evolve, manage gaps against employee interests and individual goals to nurture and develop needed skills in line with tangential and evolving career growth potential.
Analytics of personalization — AI, GenAI, and predictive analytics
Dynamic skills architecture
Skills gap analytics
Talent and people analytics
Use Case Summary
AI and GenAI are opening new doors for organizations to account for dynamic and complex characteristics of skills needs and employee potential, goals, and interests. Collectively, these analytical capabilities are increasing the ability to personalize growth tracks around the evolving needs of the organization and how they align to the evolving development potential of employees in their baseline skill sets and training. Leveraging into the analytics of personalization disconnects each employee’s relevance to the organization from their role, fixing it to their growth potential in service of organization needs.