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The editor

By Debbie Carter (July 2008 Issue)
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Need for Speed is one of my teenage son’s favourite X-box games – the snappy title, great graphics and heart-pounding action makes it a winner with every enthusiastic gamer sitting on the edge of their sofa clutching his controller.

‘Need for speed’ could also describe the business imperative faced by many organisations trying to keep up with the competition in our fast-paced global economy.

Many organisations recognise that, to keep ahead of the game, they need to ensure their people are up to speed on the latest products and developments in their sector. To do this, many are increasingly looking to rapid e-learning.

Recent research by independent learning analysts Elearnity (see p24) has suggested that, while rapid e-learning is having a significant impact on organisations eager to deliver fast learning results and maximise profits, there are some aspects of it that are not quite so positive.

A lack of research into the comparative effects of rapid and conventional e-learning could mean that organisations will favour the cheaper, speedier option of rapid, rather than investing in more complex, blended approaches that would probably have a greater impact in the long run. This may spell the death knell of the wider e-learning market.

As part of our L&D 2020 research project, we have mapped out three possible scenarios of what the world of workplace learning might be like in ten to 15 years’ time: One is a dream scenario in which L&D is queen; the impact of learning is clear and learning and wellbeing are highly important for organisations and where learning is for life, not just for work.

The next picture paints a pessimistic view of the future of workplace learning, in which UK Plc is struggling and the government is driving the learning and wellbeing agenda with companies being reluctant to invest in training.

The third and final setting is probably the closest to workplace learning in 2008: organisational necessity is driving L&D initiatives. In this scenario the economy and competition is tough, learning is primarily focused on immediate work issues and is seen as a cost to be contained. This is the type of environment where quick fixes will win the day – but at what cost to longer-term, more valuable people development initiatives?

In all of these suggested scenarios, technology will play a major role. That may be in the systems necessary to facilitate the growth of flexible working, which will inevitably flourish in a world dominated by concerns for our environment, or in delivering the just-in-time learning solutions of a UK battling to compete with the talent-rich competition of Brazil, Russia, India and China.

TJ and the Institute for Employment Studies are running a workshop on 13th August, in central London, to explore the above scenarios and to look at the impact they may have on individuals, organisations and L&D specialists. We are looking for senior representatives from a cross-section of public, private and voluntary organisations to take part. If you are interested in participating, please contact me at debbiecarter@trainingjournal.com or on + 44 (0) 1353 699090; places are limited so please register your interest before 21st July.

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