My colleagues at the Deloitte Center for the Edge and I suspected that fear is not the most powerful motivator for people to learn. So, the motivation executives bank on is fear - your fear of losing your job.
When pressed, the answer tends to be that workers need to pursue it because if they don’t they will lose their jobs as their existing skills become obsolete. But I rarely hear executives asking why their employees would want to pursue lifelong learning. Thus learners need to be much more deeply motivated to engage in it. See the conference program here.ĭeveloping new knowledge in that way requires significant and sustained effort and on-the-job risk-taking, much more so than a traditional upskilling program. This article is one in a series on “The Human Imperative,” the theme of the 13th Global Peter Drucker Forum. We need an IT technician to figure out a new way to address tickets using AI. We need a factory worker to find new uses for a “job-killing” robot. We need a marketer to experiment with new social media and analytics tools. We need to broaden our definition of “learning” to include creating new knowledge. But in a rapidly changing world, existing knowledge quickly becomes obsolete. These training programs are largely focused on sharing existing knowledge - skills that already exist. Today, simply having employees participate in upskilling programs is not enough. As a result, many companies are missing opportunities to motivate their employees to engage in the kind of learning that will actually help them innovate and keep pace with their customers’ changing needs. But I’ve found that most executives and talent management professionals who are charged with getting their people to learn aren’t thinking about what drives real learning - the creation of new knowledge, not just the handoff of existing knowledge. It seems that everyone in business today is talking about the need for all workers to engage in lifelong learning as a response to the rapid pace of technological and strategic change all around us.
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