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Data Literacy

Building Resilient Learning Cultures

March 2023

Your Presenter(s)

Janice Burns

Chief People Officer at Degreed

As a human capital futurist and strategist, Janice Robinson Burns develops and implements talent management and development programs that drive business results. She currently serves as Degreed's Chief People Officer and served as their first Chief Career Experience Officer. Prior to Degreed, Janice spent 27 years at Mastercard, with her most recent role as their Chief Learning Officer. As CLO, she led the design and implementation of employee learning experiences and development programs globally, as well as development of frameworks to advance managerial capabilities and effectiveness. In this role, Janice was also accountable for providing thought leadership for change management and business unit transformation projects while ensuring an effective linkage to Mastercard’s talent development platform. Prior to the CLO role, Janice served as Group Head of Human Resources for the Global Products and Solutions organization, where she was responsible for setting and executing the human capital strategy and delivering human resources support globally to over 3000 of Mastercard’s staff. Prior to that, she served as Chief Diversity Officer and was accountable for developing and implementing the company’s integrated global diversity and inclusion strategy. In this role, she was focused on enhancing corporate image, increasing employee productivity and engagement, developing the company’s talent pipeline, and ultimately driving shareholder value. Janice earned a Master’s degree in Public Administration from New York University and a Bachelor’s degree from Wesleyan University.

Summary

In the current swiftly changing global environment, establishing resilient learning cultures is vital for both individuals and organizations to flourish. This theme was examined via insights from Janice Burns, Chief People Officer at DeGrid, who stressed the need for a change in mindset, language, and methods to create effective learning environments. Janice emphasized the role of learning as a group activity and made it clear that an effective learning culture extends beyond traditional training programs. She talked about the changing expectations of the workforce and the need for organizations to apply unique strategies to attract and retain talent. With the rapid changes in technology, economy, and demographics, organizations must focus on adaptability and reskilling to stay competitive. Janice also expanded on the importance of understanding different skill types—power, functional, and hot skills—and how they contribute to career longevity. The session ended with practical advice on communicating learning needs to employers, highlighting the vital role of a supportive network in career development.

Key Takeaways:

Establishing resilient learning cultures requires a fundamental change in mindset, language, and methods.
Learning is a group activity and cannot flourish in isolation.
The workforce's changing expectations require unique talent strategies.
Adaptability and reskilling are essential for organizational success in a rapidly changing environment.
Understanding and developing power, functional, and hot skills are vital for career longevity.

Deep Dives

Building Resilient Learning Cultures

Establishing a resilient learning culture within an organization involves more than merely implementing training programs. It requires a fundamental change in mindset, language, and methods. Janice Burns, a noted human capital strategist, emphasized this by stating, "Learning is not an individual activity; it's a group effort." Organizations must move beyond traditional methods and create environments where continuous learning is encouraged and supported. This involves recognizing the need for adaptability in the face of technological and economic changes, and empowering employees to acquire new skills that align with the organization's evolving goals.

The Evolving Expectations of the Workforce

The modern workforce expects more than just financial compensation; they seek engagement, psychological safety, and opportunities for growth. Janice highlighted that employees now desire a "lifestyle contract" that considers their overall wellbeing and career development. This change in expectation has led organizations to rethink their talent strategies, focusing on creating environments that foster innovation and collaboration. As Janice noted, "Our future depends on our ability to learn and acquire skills." Organizations that prioritize these elements will be better equipped to attract and retain top talent in a competitive market.

Importance of Adaptability and Reskilling

In an era marked by rapid technological advancement, adaptability and reskilling have become imperative for organizational success. Janice referenced a McKinsey report, noting that "only 13% of employees feel confident they have the skills needed for future challenges." Organizations must therefore invest in creating pathways for employees to upskill and reskill, ensuring they stay competitive and capable of meeting future demands. This involves identifying key skills that are relevant to the organization's goals and creating opportunities for employees to develop these skills through targeted learning experiences.

Understanding and Developing Essential Skills

Janice distinguished between three types of skills vital for career longevity: power skills, functional skills, and hot skills. Power skills, such as decision-making and communication, are durable and transferable across various roles. Functional skills are specific to one's professional discipline, while hot skills are in high demand but have a shorter shelf life. Organizations should focus on cultivating these skills to ensure employees are equipped to manage their careers successfully. As Janice aptly put it, "Skills are learning applied, and they are critical to our economic future."