#COVID-19 LEARNING RESPONSE TEAM #UPSKILLING FOR THE 'DISTANCE-

Setting up cross-functional response team composed of members

ECONOMY'
WORKFORCE from all relevant stakeholder groups. including HR business
partners, learning-delivery personnel, IT and platform
technologists, and vendors
TRAINING Establish a regular operating cadence, and coordinate work with The crisis has accelerated the levels of digitization to help
the company’s broader COVID-19-response effort. Define clear reduce avoidable physical interactions. This has meant
AND SKILL decision points and be transparent about the criteria for canceling finding ways to reinvent work and, in some cases, a
or deferring a program partial disruption of jobs and changes in the way workers
BUILDING IN Conduct a rapid triage of the entire portfolio of learning offerings,
and set priorities for what will be necessary to adapt to a virtual or
perform them.
Employee cross training as emerged as a necessity
COVID-19; digital-only format. After getting a clear view of the entire
portfolio, prioritize what to build.
HOW VOIS
#TAILORED LEARNING JOURNEYS TO CLOSE #IN PERSON LEARNING DELIVERY
CAN SKILL GAPS
PROTECT IT'S environment,
As the operating model evolves quickly to accommodate a rapidly changing
the key is to iterate strategic workforce planning to determine

EMPLOYEES are tailored to each specific role, but companies can increase their scale and
the right skills to develop in a “just in time” manner. These learning journeys

cost effectiveness by delivering the majority of the training digitally. Such

journeys can be supplemented by digital tools that re-create the best of in-
person learning—for instance, social-sharing tools and live video sessions

PERFORMANCE TRACKING, APPRAISAL AND OVERALL MANAGEMENT

REGULAR DIGITAL
OBJECTIVES AND KEY TRANSPARENCY AND SET SMART USING ENGAGING  DIGITAL TOOLS
MONITORING OF GOALS
RESULTS (OKRS) ALIGNMENT TO GOALS FOR FEEDBACK
& LEAD INDICATORS
METHODOLOGY ORGANISATIONAL OBJECTIVES