With the acceleration of all things digital over the past five years, especially through the pandemic, training strategy and governance have become a priority for better practice human resources (HR) strategy and management across most industry sectors. It has also become a critical instrument for delivering and meeting customer/client/patient needs and expectations. Against this imperative, however, is the stark reality that many organizations do not recognize this reality, and the risks of not investing in and effectively managing this training and development priority.
With this “all things digital” context in mind, this article is focused on providing three key human resources strategy perspectives to elevate one’s approach to training strategy today, which include:
- a proactive approach on how to think about to considering (and categorizing) digital work applications and practices; and
- the heightened importance of related training strategy development, including segmented needs analysis and how it needs to be managed and governed; and
- how to bring the approach and management of enabling digital training to life.
This article will also highlight select applied insights from the Canadian healthcare and professional services sectors. These examples of challenges, priorities, and better practices are generally applicable to most organizations across the broader private and public sector spectrum, and for both unionized and non-unionized employers.
