The Transformation of Working Life

Self-directed learning belongs to the whole organisation – and supports strategy

The old model of competence development has come to an end. 

“In the traditional model, the HR department defines the skills needed to implement the strategy. HR assesses the current skill levels and orders training to bridge the gap,” Jarenko explains. 

Teams and individuals must define for themselves the capabilities they need.

To stay relevant and competitive, organisations need to build a culture where everyone has the freedom and responsibility for their learning. 

“Teams and individuals must define for themselves the capabilities they need to reach the goals set by leadership. We can’t centrally dictate what each person needs to learn in their role – it doesn’t allow for agility or self-direction,” Jarenko states. 

When management supports employees’ learning capabilities, a self-directed learning culture spreads from individuals to entire teams and units. 

“It’s the employer’s responsibility to ensure that employees have all the necessary support for learning – from tools to processes. When the right resources are in place, employees can use them to learn skills crucial to the strategy,” Jarenko notes. 

Jarenko emphasises the need for a learning infrastructure.

“A learning infrastructure involves managing learning capabilities. This means developing all the skills related to learning, such as problem-solving and study techniques.” 

AI development requires even more continuous learning 

When AI entered the workplace a few years ago, we started learning to get along with it. As the pace of technological innovation quickens, both employees and organisations need to invest in staying ahead. 

We live and learn alongside technology. It enables, not restricts.

“In the short term, we know that AI will change all ways of working and, in many cases, business models as well. However, we can’t yet imagine all the possibilities AI will unlock in the long term,” Jarenko analyses. 

Many companies are currently developing new strategies considering AI’s impact on their business. From an employee perspective, the pressure to continually update one’s skills is increasing. In some cases, new skills may need to be mastered immediately or at least by the end of the day. 

“We need to approach experimenting with new tools and features with an open mind: find 15 minutes in the middle of the rush, press the button, and see what happens. These tools are extensions of our brains, hands, and creativity,” Jarenko reflects. 

“We live and learn alongside technology. It enables, not restricts. Technology isn’t a separate entity; it’s an integral part of how we experience reality.” 

Work identity shouldn’t be anchored to current skills

As work evolves, it’s worth building your work identity around the significance of the work: why the organisation exists and what role each person plays. Significance anchors identity without dictating how things should be done. 

“If an employee’s identity is tied to old ways of doing things and tools, we’re in trouble. We’ll be closing ourselves out of the future, even for a short period,” Jarenko notes. 

Jarenko urges organisations to forget about passively waiting for business to recover and for life to return to how it was before the cost-saving measures. Now is the right time to renew the organisation and train people to operate according to the new strategy. 

“A learning organisation is more than the sum of its parts, such as individuals or teams. It’s the manifestation of a collectively shared capability – how the acquired skills are applied in practice for the organisation’s benefit. The organisations that will succeed in the future are those that can adapt quickly and create a culture where learning is continuous and strategic,” Jarenko concludes.