학습이 일의 미래인 이유 ('20 포브스) Why Learning Is The Future Of Work ('20 Forbes)

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Why Learning Is The Future Of Work

 

by Emily He

 

Sep 22, 2020,09:00am EDT

 

The performance of entire organizations often hinges on whether they can adapt to fast-paced changes in the world of information technology. Yet, most businesses are hard-pressed to keep employees up to speed on the latest technology and help them acquire newly emerging skills.

 

전체 조직의 성과는 종종 정보 기술 세계의 급변하는 변화에 적응할 수 있는지 여부에 달려 있습니다. 그러나 대부분의 기업은 직원들이 최신 기술을 습득하고 새롭게 떠오르는 기술을 습득할 수 있도록 지원하는 데 어려움을 겪고 있습니다.

 

 

 

As the future of work continues to evolve and technology continues to accelerate the pace of change, the value of learning – and further, the value of continuous learning – becomes more important than ever before. So how do leaders not only encourage learning across their teams, but instill a culture of learning that serves as the foundation of the entire organization?

 

To explore this topic and how to address this problem, I recently spoke with Shelley Osborne, vice president of learning at Udemy, the company behind an online learning platform offering 130,000-and-counting courses to students all over the world.

 

업무의 미래가 계속 진화하고 기술이 변화의 속도를 계속 가속화함에 따라 학습의 가치, 더 나아가 지속적인 학습의 가치가 그 어느 때보다 중요해졌습니다. 그렇다면 리더는 어떻게 팀 전체의 학습을 장려할 뿐만 아니라 전체 조직의 기반이 되는 학습 문화를 심어줄 수 있을까요?

 

이 주제를 탐구하고 이 문제를 해결하는 방법을 알아보기 위해 저는 최근 전 세계 학생들에게 130,000개 이상의 과정을 제공하는 온라인 학습 플랫폼을 제공하는 회사인 Udemy의 학습 담당 부사장인 Shelley Osborne과 이야기를 나눴습니다.

 

 

Osborne is also author of The Upskilling Imperative, a newly released book in which she shares key steps companies can take to promote a culture of learning within their organizations. Embracing that culture is a prerequisite for organizations that want employees to keep acquiring new skills for their own sakes as well as for the organization’s. And there’s no better time than now– the effects of the COVID-19 pandemic have only reinforced the importance of building agility into an organization. Throughout the conversation, Shelley’s passion for instilling a culture of continuous learning in all organizations shone through – it’s evident that she’s deeply committed to the cause.

 

Osborne은 또한 회사 내에서 학습 문화를 촉진하기 위해 기업이 취할 수 있는 주요 단계를 공유하는 새로 출시된 책인 The Upskilling Imperative의 저자입니다. 그러한 문화를 수용하는 것은 직원들이 조직을 위해서뿐만 아니라 자신을 위해서도 새로운 기술을 계속 습득하기를 바라는 조직의 전제 조건입니다. 그리고 지금보다 더 좋은 시기는 없습니다. COVID-19 전염병의 영향으로 조직에 민첩성을 구축하는 것의 중요성이 강화되었습니다. 대화 내내 모든 조직에 지속적인 학습 문화를 주입하려는 Shelley의 열정이 빛을 발했습니다.

 

 

Here are some highlights of our discussion.

다음은 우리 토론의 몇 가지 하이라이트입니다.

 

 

Learning is a process, not an endpoint

배움은 끝이 아니라 과정이다

 

 

Many people feel that once they attain a degree or two, they’ve done what it takes to find and keep a job. But, if that were ever true (doubtful), it is definitely no longer the case. The reality is that to progress in any career, people need to continually learn and adapt to never-ending shifts in job requirements and newly emerging skills.

 

많은 사람들은 일단 학위를 취득하면 일자리를 찾고 유지하는 데 필요한 일을 한 것이라고 생각합니다. 그러나 그것이 사실이라면 (의심스러운) 더 이상 사실이 아닙니다. 어떤 직업에서든 발전하려면 직업 요구 사항과 새롭게 등장하는 기술의 끝없는 변화에 대해 지속적으로 배우고 적응해야 합니다.

 

 

“Lifelong learning isn’t a new concept, but actual acceptance and adoption of the notion that education runs from childhood to end-of-life isn’t embedded yet,” Osborne says.

 

평생 학습은 새로운 개념이 아니지만 교육이 어린 시절부터 삶의 마지막까지 이어진다는 개념의 실제 수용 및 채택은 아직 내재되어 있지 않습니다."라고 Osborne은 말합니다.

 

 

Yes, individuals must get on board, but organizations definitely need to step up their game.

예, 개인은 참여해야 하지만 조직은 확실히 게임을 강화해야 합니다.

 

 

“The mindset of learning culture needs to be rooted in the foundation of a business and prioritized in order for organizations to succeed and innovate,” she notes. And, leaders at all levels of the organization—including but not limited to Chief Learning Officers—must ensure that employees not only have the resources to acquire new skills but are actively encouraged to use those resources.

 

학습 문화에 대한 마음가짐은 비즈니스의 기반에 뿌리를 두고 조직이 성공하고 혁신하기 위해 우선 순위를 정해야 합니다."라고 그녀는 말합니다. 그리고 최고 학습 책임자를 포함하되 이에 국한되지 않는 조직의 모든 수준의 리더는 직원이 새로운 기술을 습득할 수 있는 리소스를 가질 뿐만 아니라 이러한 리소스를 적극적으로 사용하도록 권장해야 합니다.

 

 

“People are usually open to learning, but the challenge is that they don’t realize they have to keep being open to learning,” Osborne says. She is very focused on the need for what she calls “change agility” —the skills people need to successfully adapt to evolving or fast-moving shifts.

 

사람들은 일반적으로 학습에 개방적이지만 문제는 학습에 계속 개방적이어야 한다는 사실을 깨닫지 못한다는 것입니다."라고 Osborne은 말합니다. 그녀는 사람들이 진화하거나 빠르게 변화하는 변화에 성공적으로 적응하는 데 필요한 기술인 "변화 민첩성"에 대한 필요성에 매우 집중하고 있습니다.

 

 

Change is coming at us faster than ever

그 어느 때보다 빠르게 변화가 우리에게 다가오고 있습니다.

 

Prior to this year, people were already anxious about adoption of AI, robotics, and other technologies that they viewed as threats to their livelihoods.

올해 이전에 사람들은 이미 AI, 로봇 공학 및 생계에 대한 위협으로 간주되는 기타 기술의 채택에 대해 불안해했습니다.

 

 

Now add to that the stress of the COVID-19 pandemic. In July, Pew Research found that one in four U.S. adults has either relocated or knows someone who has done so, since the pandemic hit. That is just one facet of the disruption the virus has caused in how people work–or more dramatically—are not working as job losses mount. Add to that the rising death toll, and you see why living with existential threat is the new normal.

 

여기에 COVID-19 전염병의 스트레스를 더하십시오. 7월에 Pew Research는 미국 성인 4명 중 1명이 팬데믹이 닥친 이후로 이사했거나 이사를 한 사람을 알고 있다는 사실을 발견했습니다. 이는 바이러스가 사람들의 작업 방식에 초래한 혼란의 한 측면일 뿐입니다. 거기에 사망자 수가 늘어나면 실존적 위협을 안고 사는 것이 왜 새로운 표준이 되었는지 알 수 있습니다.

 

 

All of this change has caused agility to be our number one job-related attribute and has pushed online education to go mainstream. “COVID-19 has placed online learning as a non-negotiable for organizations worldwide,” Osborne says. “It has made it clear that learning has to be flexible, accessible, and global.”

 

이 모든 변화로 인해 민첩성이 우리의 직업 관련 속성 중 가장 중요한 속성이 되었고 온라인 교육이 주류가 되도록 밀어붙였습니다. "COVID-19는 온라인 학습을 전 세계 조직에서 타협할 수 없는 것으로 만들었습니다."라고 Osborne은 말합니다. "학습은 유연하고 접근 가능하며 글로벌해야 한다는 것이 분명해졌습니다."

 

 

For organizations, this is a significant opportunity to encourage their teams to embrace a learning mentality and lean into upskilling as a way to get through these challenges. Business leaders need to encourage and adopt a growth mindset in order to build this culture among their teams. And again, it all starts with teaching skills related to change agility.

 

조직의 경우 팀이 학습 정신을 수용하고 이러한 문제를 극복하는 방법으로 기술 향상에 의지하도록 격려할 수 있는 중요한 기회입니다. 비즈니스 리더는 팀 간에 이러한 문화를 구축하기 위해 성장 마인드셋을 장려하고 채택해야 합니다. 그리고 다시 말하지만 모든 것은 변화 민첩성과 관련된 기술을 가르치는 것에서 시작됩니다.

 

 

Viewing change as an opportunity as well as a threat is one thing people can do to preserve their equilibrium. Toward that end, companies must focus on understanding how people respond to change and furnish tools needed to add new capabilities, whether that be acclimating to remote work, or learning a new programming language or software program.

 

변화를 기회이자 위협으로 보는 것은 사람들이 균형을 유지하기 위해 할 수 있는 한 가지 일입니다. 이를 위해 기업은 사람들이 변화에 어떻게 반응하는지 이해하고 원격 근무에 적응하든 새로운 프로그래밍 언어나 소프트웨어 프로그램을 배우는 등 새로운 기능을 추가하는 데 필요한 도구를 제공하는 데 집중해야 합니다.

 

 

“We can provide resources to help people thrive as they navigate changing waters. No one can learn anything if they are always in panic, fight-or-flight, mode,” Osborne notes.

 

우리는 사람들이 변화하는 바다를 항해하면서 번영할 수 있도록 자원을 제공할 수 있습니다. 항상 패닉, 투쟁 또는 도주 모드에 있으면 아무 것도 배울 수 없습니다.”라고 Osborne은 말합니다.

 

 

Getting ready for a new future of learning

새로운 학습의 미래를 위한 준비

 

 

The future of learning is not only going to transform the future of work, but the conventional way of learning and education as well.

학습의 미래는 일의 미래를 변화시킬 뿐만 아니라 기존의 학습 및 교육 방식도 변화시킬 것입니다.

 

The COVID-19 pandemic has drastically changed the world of education with many schools adopting new distance and online learning practices. Osborne believes we’ll see online learning as a permanent part of school life, and hopes that in the future – both in the classroom and in the office – we’ll come together with more intent, when it’s relevant and needed to be together in person.

 

COVID-19 전염병은 많은 학교가 새로운 거리 및 온라인 학습 관행을 채택하면서 교육의 세계를 크게 변화시켰습니다. Osborne은 우리가 온라인 학습을 학교 생활의 영구적인 부분으로 보게 될 것이라고 믿으며, 미래에는 교실과 사무실 모두에서 관련성이 있고 함께 할 필요가 있을 때 더 많은 의도를 가지고 함께 할 수 있기를 희망합니다.

 

I agree with her that this blended model of both learning and work has the potential to drive meaningful change. Recruiting people that value continuous learning is one thing, but building a true culture of learning within an organization is what will make the biggest impact. Osborne is hoping that, with the help of her new book, organizations will start to think differently about learning.

 

저는 학습과 일이 혼합된 이 모델이 의미 있는 변화를 이끌어낼 잠재력이 있다는 그녀의 의견에 동의합니다. 지속적인 학습을 중시하는 사람을 채용하는 것도 중요하지만 조직 내에서 진정한 학습 문화를 구축하는 것이 가장 큰 영향을 미칠 것입니다. Osborne은 그녀의 새 책의 도움으로 조직이 학습에 대해 다르게 생각하기 시작하기를 바라고 있습니다.

 

As she notes, “Traditional learning was built for a world that we don’t live in anymore.” The transformation in learning and the future of work is needed, and it’s happening now.

 

그녀는 "전통적인 학습은 우리가 더 이상 살지 않는 세상을 위해 만들어졌습니다."라고 말합니다. 학습의 변화와 일의 미래가 필요하며 지금 일어나고 있습니다.