In the wake of the COVID-19 pandemic, therefore, they experienced minimal disruptions to the corporate learning programs. Instead, they had considered the future of work in earlier years and aligned their learning strategies with that anticipated future. For instance, the progressive or forward-thinking organizations were not waiting for something to happen for them to react to. Each response correlated to the organization’s approach to learning: reactive, agile or progressive. Organizations were quick to respond in one of three ways to the rapid shifts happening globally. The typical reactions included training budget cuts, postponement and later cancellation of training, conversion of instructor-led training (ILT) into virtual instructor-led training (VILT), and leveraging of learning management systems (LMSs). The responses organizations took regarding corporate learning were as varied as the organizations.
The term “ VUCA” took on new meaning with the advent of the COVID-19 pandemic, as many organizations found themselves in unfamiliar territory. Further, the rate of change has forced L&D professionals to rethink how they manage corporate learning. It is safe to say the learning and development (L&D) landscape has changed more in the last year than in the two years before it.
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