When education in the US was not aligned to outcome-based learning & skills acquisition, they turned to Benjamin Bloom, who along with his key collaborators published a framework for categorizing educational goals called the Taxonomy of Educational Objectives. Familiarly known as Bloom’s Taxonomy, this framework has been applied by generations of K-12 teachers and college instructors in their teaching. It consisted of six major categories: Knowledge, Comprehension, Application, Analysis, Synthesis, and Evaluation. The categories after Knowledge were presented as “skills and abilities,” with the understanding that knowledge was the necessary precondition for putting these skills and abilities into practice. Since learning and Development (L&D) go hand in hand, upskilling and reskilling are the mantras for organizations to stay updated & abreast in this technology-driven ecosystem.
The Harvard Business Review found that organizations struggle with learning and development, based on three key issues: 1. Employees aren’t learning in the moment of need. 2. They aren’t learning job-relevant skills and 3. Because the skills they are learning aren’t being used, they’re being forgotten. As for understanding the Indian context, Moonmoon Roy in her exclusive interview in this issue talks about “a study by Deloitte and our own experience demonstrates a trend emerging about the ‘joint ownership’ of learning & development. Herein we find that the responsibility for up-skilling talent and upgrading their competencies are no longer limited to organizations’ L&D functions. The responsibility is co-owned by People Managers, Business Teams and L&D managers alike. The answer lies in what we call as Design Thinking-a method of creative problem solving which is all about deeply understanding your audience so that you can develop solutions that truly meet their needs.
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