How can HR design continuous learning programs to help employees adapt to evolving business needs?
In today’s fast-evolving business landscape, upskilling isn’t just about offering training—it’s about shaping behaviours, building capability, and supporting readiness at every level.
That’s exactly what we explored at the recent EGN Singapore (Executives’ Global Network) HR Leadership Group Meeting, chaired by Catherine Chai, where members came together to learn from Steven Businovski, an expert in workforce performance and transformation.
Speaking Topic:
“How can HR design continuous learning programs to help employees adapt to evolving business needs?”
Key insights from the session included:
Shift from Traditional L&D to Performance Consulting
Learning leaders need to adopt a strategic consulting mindset—working with the business to define clear performance outcomes, not just deliver content.Measure Capability, Not Just Activity
Move beyond tracking attendance or completion. Focus on performance readiness and capability indicators to truly measure learning impact.Offer Micro-Credentialing and Stackable Learning
Create modular learning paths that are flexible, personalized, and aligned with on-the-job performance needs.
Discussion Points & Reflections from Members:
– How do we shift behaviour—not just build skills?
– Lack of outcome granularity and learner segmentation in many L&D programs
– Training ≠ Learning: the importance of driving change, not just consumption
– The need for clear behavioural indicators to define success
– Rethinking assessment: how can we meaningfully track individual progress?
Final takeaway:
Creating impactful learning programs means going beyond activities and into outcomes. When HR leaders act as strategic partners, they help shape cultures of readiness and resilience.
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