New digital tools are providing the keys to training woes

Updated: Oct 20

LEARNING AND DEVELOPMENT: In today's changing business landscape, a company's growth primarily depends on the ability of HR leaders to successfully deploy, train and manage its workforce.

However, with many employees feeling disconnected, promoting and leveraging a truly connected training platform is now also proving essential.

Robert Walters’ exit process survey found that 85% of employers in Asia claimed they could tell when someone on their staff was considering departing the company. Respondents said that tell-tale signs included distraction, disengagement, inefficiency, and often unexplained absences.

Martin Dineen, managing director of multi-market recruitment firm MJD Executive, says the answer lies in adopting digital tools and infrastructure to formalise and streamline how every employee is growing and performing.

"Be mindful that employees need growth and stimulation at all levels. Look to consistently develop your teams with valuable intellectual property and train lower-level positions with those who have highly transferable skills,” he said.

Yvonne Teo, Vice President of HR in Asia-Pacific for software developer ADP agrees, stating that to retain the best talent, companies must devote time to creating a connected workplace.

"We must remind ourselves that the employer-employee relationship is a two-way street, and the first step should be nailing the learning and development program," she tells Chief of Staff Asia.

Increasing budgets for learning teams

According to the LinkedIn Workplace Learning Development Report 2022, 50% of Learning and Development professionals expected their budgets to increase this current fiscal year.

Asia is going biggest with these training budgets in regional terms, focusing on upskilling and reskilling, rather than leadership and management training. The additional funds will be a welcome addition, as respondents say their organisations do not yet have a functioning skills database with profiles of employees.

The Financial Times' second annual Chief Learning Officer Survey also saw similar results. Respondents said they are doubling their commitment to learning in the wake of Covid-19, and a large part of the allocation would be focused on mid-level managers, and less for senior managers and emerging leaders.

This feature was extracted from Chief of Staff Asia's report on Training, Learning and Development. For further coverage, and access to the full report, please see any of the below links:

Time to build: Learning and Development strategies in the retention crisis (full report)

"Build" strategies now streets ahead: Chief of Staff research (news highlight)

Career growth, remuneration driving employee exodus (feature)

Training: A key strategy to attract and retain people (analysis)

Examining the financial cost of the shortage in soft skills (feature)

New digital tools are providing the keys to training woes (feature)

Tata's "Talent Central" helping to build its learning culture (case study)

This Chief of Staff Asia research paper has been proudly supported by the following corporate partners:


A boutique innovation management consulting and training firm. We co-design business strategies with companies and equip executives or PMEs with 21st century skills to take charge of today's and tomorrow's economies in unison.


Kowabunga! aspires to nurture aspiring changemakers to create a better world and a better future. With its extensive experience in the education and training industry, Kowabunga! Global is developing unique Sustainability Development programmes for all career levels.


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