Leaders should bridge skills gaps by cultivating people's core capabilities: Deloitte's Michael Griffiths

To provide a modern and highly impactful learning experience, organizations are rapidly adopting digital learning capabilities, says Michael Griffiths, Principal and Learning & Leadership practice leader, Deloitte Consulting LLP

- Mastufa Ahmed

Michael leads Deloitte Consulting LLP’s Learning Consulting practice in North America. He focuses on working with global clients on building high-performance businesses that drive growth and optimization through talent and learning. Prior to joining Deloitte, Michael led the Learning Strategy business for a Big Four firm and was the head of training for a major online retailer in the UK. He has more than 20 years of experience leading key programs at market-leading clients, including running the learning and change management office for a top-tier merger in the Financial Services industry and driving learning transformation for a global brand in the food and beverage industry.

Here are the excerpts.

How do you see the larger picture of L&D and skilling initiatives across organizations and how the employee L&D strategies have evolved over the last few months?

In the pre-COVID-19 era, ongoing changes in the nature of work were already shaping the relationship between learning and work, making them more integrated and connected than ever before. The pandemic has accelerated the shift toward virtual work with a large number of organizations committing to work-from-home arrangements. As learning becomes more and more intertwined with work, organizations are realizing the need for learnerled and in-the-flow learning. To provide a modern and highly impactful learning experience, organizations are rapidly adopting digital learning capabilities.