There is always that moment of collective, awed silence when a CV is opened and the term “MBA” leaps into focus.
The hours spent, the lessons learned, the complexity of admittance, each of these factors, and many more, place those who have achieved this qualification high on the business acumen food chain.
Yet, for many, this level of education is impossible to achieve.
Not because they are unable to learn or because they haven’t the skills, but because they lack the time and the finances to leap with both feet into the depths of MBA academia.
This limited access to opportunity and learning has limited employees in the past but today, however, learning has become an entirely different ball game. In fact, it has become an entirely new ball park.
Especially now in the midst of the coronavirus pandemic which has forced the country to be on lockdown. There is widespread concern for the potential jobs that might be lost which has drastically increased the need for us to upskill ourselves in preparation for any eventualities.
Platforms such as LinkedIn Learning have evolved to meet the changing needs of employees and organisations in this unpredictable and demanding markets. The skills learned at university and school are no longer enough to maintain roles and grow careers.
These skills are constantly changing alongside technology, innovation and automation.
Some jobs will soon cease to exist, new jobs are about to pop into existence.
Thanks to online learning, anyone can dip into a plethora of training and skills development resources that are not just tailored to budgets, but tailored to time.
Tarsus has invested into a two-year contract with LinkedIn Learning, providing employees with access to on-demand courses over this period of time. The goal is to provide people from all areas of the business and walks of life access to ongoing learning and the opportunity to potentially change or enhance their careers.
The learning is done in collaboration with management to ensure that not only people focus on personal development, but to provide them with clear insight into the courses and training that would benefit them professionally.
“It offers endless possibilities as there is so much opportunity wrapped up in this platform,” says Adel Goussard, Organisational Effectiveness Specialist at the Tarsus Technology Group.
“The more people explore the tool, the more potential they unlock, the more they learn about themselves. Already we are finding that people are becoming increasingly familiarwith the platform and learning generic skills across the board.
“Our measurement of this is to see year on year growth in people, not measuring how many courses they’ve done. We want to see all-round exponential growth.”
Remaining relevant tomorrow is key
It is time to start saying – how can I become relevant in the future? This is exactly what Tarsus
has set out to achieve with the LinkedIn Learning platform. It has not just been placed in front of
people and left there for them to examine nervously, it has been embraced by management and
informed how people engage with learning and development within the company.
“It’s easy to worry about what is going to happen to us because the work of the future is so different from today,” says Anton Herbst, Head of Strategy, Tarsus Technology Group. “But if we start asking questions about the skills we need and how to go and get them, it changes the dialogue. It ensures we focus on becoming relevant in the future rather than how we are
“The LinkedIn Learning platform’s success relies on leadership – we can’t force people to become relevant in the future but we can create the framework within which they can become relevant,” says Herbst.
“It is our responsibility to give them the opportunity to invest into their skills. We also need to look at the people themselves and ask them to be curious and passionate. These two processes are critical for personal and professional success as we enter into a period of intense flux and change.”
The LinkedIn Learning investment is intended to inspire employees to invest into their passion and their curiosity by giving them a virtual assortment of learning opportunities. It is designed to give individuals the chance to learn continuously, but it is only going to work if people are
prepared to put in the work.
“If we as leadership can offer up the framework and employees are willing to dedicate their time and passion, then together we will all ensure that we remain relevant,” says Herbst. “Humanity is capable of embracing this change, it has in the past, but we need to create spaces within
which our people can thrive.”