SESSION 1: CLOSING THE GAP IN LEADERSHIP ROLES
Organizations and their people need to address diferently the leadership roles in L&D, facing now a different and changing work landscape with remote teams and a whole new different structure. This calls for embracing
a more collaborative style of working, the personalized L&D approach and a cross-team work process. The
words of the day are: workflow, autonomy, accountability and transparency
L& D LEADERS NEED TO FOCUS ON BUILDING SKILLS FOR THE FUTURE
• The training function has been integral to helping organizations transition to a remote workforce, shift in-person
events to a virtual environment, and take safety and compliance training to another level. This influx of change has
made it difficult to plan for long-term growth.
A STRATEGIC APPROACH ON RESKILLING AND UPSKILLING
• Upskilling and reskilling efforts can sustain and fuel company growth. L&D must work with business executives to
identify current skill gaps, plan for future growth and create training solutions that target those goals.
MANAGING PEOPLE IN A RAPIDLY CHANGING ORGANIZATION
• The new roles of L&D managers emerged once the virtual work highlighted the strengths and also the work points
of the working process. Managers need to prove creativity and also a stronger people-oriented skill in order to reach
the more than ever – complicated human interactions on the virtual scene.
NEW JOB ROLES
• For L&D, this means ensuring employees have the skills they need to meet the ever-changing needs of the business.
For some organizations, this may mean evaluating which job roles will become permanently remote. Many jobs have changed significantly in the transition to remote work.
