‘Adaptability, as a skill, will be the most valued going forward.’ In an exclusive interview with People Matters magazine Ruzbeh Irani, President – Group Human Resources and Communications, Member of Group Executive Board, Mahindra & Mahindra Ltd., shares insights on the new paradigms that COVID-19 has pushed into the spotlight, and how the new world of work will be all bout adapting to change having a learning mindset.
What are the new workplace learning paradigms that COVID-19 has pushed into the spotlight?
Ruzbeh: The COVID-19 pandemic has increased the dependence on technology. As a result, like other business processes, learning and development has also shifted to a virtual sphere. Learning has become flexible, convenient and accessible anytime and anywhere, which our employees have benefitted from over the last six months. Self- paced and need based learning have come to the forefront. To this end, we have converted several of our flagship programs to virtual led models in no time.
The pandemic has brought learning & development to the forefront and has opened a plethora of new-age learning opportunities, not only for the employees but also for organizations. How do you see the larger picture of L&D and skilling initiatives across organizations?
Ruzbeh: The importance of learning and re-skilling was very high even before the pandemic given the constant disruption in the VUCA world. But the COVID-19 enforced pause has only emphasized the criticality of equipping our workforce with new skills. The future of work will be different, and I believe that this crisis has provided us with the opportunity to look at the learning needs holistically. The new age platforms that business have had to adopt amid the pandemic will only accelerate this trend thanks to their on-the-go, anytime, anywhere accessibility.
The World Economic Forum predicts that by 2022, no less than 54% of all employees will require significant re-skilling and upskilling. How can organizations upskill their workforce at this scale and make them future-ready?
Ruzbeh: Unfortunately, there is no simple answer to this question. Technology is evolving at such a rapid pace that we simply cannot foresee what skills our workforces may need to be equipped with 10, 15 or 20 years from now. The nature of work is changing dramatically. The key to cope with so much change is to inculcate a mindset of constant learning in your employees. In today’s fast-changing world, adaptability is a key skill which will be the most valued going forward.
Given that the majority of workers are now working remotely, it is critical for employees and leaders to focus on their skilling initiatives. What are some of the skills that will play a critical role for businesses to succeed and thrive in a remote work environment?
Ruzbeh: The following skills across two dimensions, will emerge as critical capabilities for senior leaders.
There is a significant cultural shift organization are facing after the crisis. How can business leaders and HR teams work together to create a high-impact learning culture in their organizations?
Ruzbeh: At Mahindra, our culture is guided by our “Rise” philosophy: accepting no limits, alternative thinking and driving positive change. It has been our endeavor embed deep learning culture at Mahindra by mapping career aspiration of our employees with talent development. The three pillars of Rise make us look at our business and roles very differently. That coupled with the contemporary solutions provided by the Mahindra Leadership University, sets our workforce up for relevant and targeted learning opportunities. It makes us challenge conventions and think about the impact we are creating for our workforce.
The biggest challenge is to enable employees to balance core work and personal needs and make time for learning and development. For us engagement and value focus are the key when it comes to providing learning opportunities. We are not about number of courses, but the quality, diversity and value of courses made available to each Mahindra-ite and that’s what sets us apart.
What are some key upskilling and reskilling initiatives that you have implemented in your organization?
Ruzbeh: Skilling goes hand-in-hand with the needs of the industry. Hence, we don’t follow a one-size-fits-all approach when it comes to skilling and development of talent. Guided by our Rise philosophy in tandem with the behavior traits, career aspirations and the industry needs; we scientifically define skilling opportunities for our talent. Some of the broad areas of focus include:
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