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Editor's Notes

• #2: Hello, let me thank NBI and the organizers of Human Capital Conference for having me here and congratulate you for setting up this platform which, I believe, should help cement the HR and L&D practices in Nepal on a broader note. I also thank you for being late, of course pun intended here, which incidentally happens to be the title of the latest book by Tom Friedman, the noted author and journalist. While researching for my subject I was caught up in a dilemma of the ongoing tussle & tension between the disruptive changes that are taking place in our lives, societies, organizations and at individual levels yet stay rooted in certain foundational aspects. We’ll examine these in the context of evolving human capital domain- more specifically the technology-driven evolution of HR and L&D practices and how do they relate to Nepal’s current status. By the end of my session I hope to have created a method in the (technology) madness and leave with you a definitive roadmap to march forward.
• #3: Many of you might be familiar with the meaning and context of ‘Leapfrogging’ which means jumping over the chasm of divide in an unusual fashion. In technology context, leapfrogging is used to mean development & adoption continuum at a higher level bypassing the natural progression. Modern societies, countries and technologies have numerous such examples of leapfrogging. At this stage you might wonder as to Why I am speaking of ‘Thank you for being late’ or ‘Leapfrogging’ in this conference. Let see why? The current maturity levels of HR and L&D practices in Nepal is known to all of you and yet most of you in the audience would have definitive aspirations to scale these up faster, better and more efficiently. There are numerous lessons that lay wide open through the experiences in the West and closer home in India. That’s where leapfrogging makes for such a compelling case.
• #4: We’ll now examine some of the business cases of Leapfrogging across the globe. The classical example of Leapfrogging is the telecommunication revolution in India and some parts of Africa. In India we leapfrogged to mobile telephony bypassing the fixed-line route and the rest is history. In many parts of the world, including in India, we have leapfrogged to more cleaner & natural energy forms such as the solar or wind energy bypassing the traditional thermal or hydro-power. Interestingly enough, the internet penetration leap-frogged the more traditional postal services in large parts of China. (Click to advance and reveal the animations)
• #5: All these examples do substantiate the huge insights & benefits of ‘Leapfrogging’ in multiple sectors and I’m more than convinced that the current human capital practices in Nepal could tremendously benefit from it. Friends you are at an interesting inflexion point, if I may say so, in the adoption of some robust yet cutting-edge practices.
• #6: Let’s now examine how Leapfrogging could actually benefit HR and L&D practices? Given the current context of L&D evolution in Nepal and elsewhere even, I firmly believe that leapfrogging to emerging trends & evolved practices could potentially benefit HR and L&D teams to not only have a firm seat on the table but more importantly, drive the agenda aligned with business strategies and overall organizational goals. I often say that the age of hustle for HR to earn a seat on the table is gone, it’s impending on it to drive its agenda through engagement, consultation and being a true business-enabler.
• #7: The current HR and L&D practices in Nepal can derive maximum mileage of Process leapfrogging Technology leapfrogging & Talent leapfrogging We’ll see in details how do we do that?
• #8: L&D in particular has evolved through many phases from incidental training, mostly ad-hoc in practices, to have acquired the true mantle of organizational capability builder From the days of order-taking to being proactively consultative in dealing with all key stakeholders. In doing so, Performance Consultation is the key- which we’ll talk at a later section in my presentation. For creating a learning culture which gives today’s organizations distinctive competitive advantage, organizations and their learning functions are turning towards what we call individual learning journeys from the earlier training mindset which was marked with start and end phases. No longer can we afford to have compliance metrics only for training teams such as feedback and assessments but we’re in the age of clearly demonstrating and communicating impact of our learning interventions. Despite steady and now inching-up learning budgets organizations and their leaders are more demanding of their bucks spent and rightfully so. As learning leaders you must clearly establish the impact on key metrics.
• #9: Technology leapfrogging is by far the most prominent and high-decibel one. One of the most significant contributions that technology has made in education and organizational learning is through Learning Management Systems (LMSs)- these ubiquitous platforms have always been the bone of contention between the CLO & CFOs- they are expensive, rigid and time-captive. Thanks to emerging social & collaborative technologies, LMS are getting nimbler and agile with the social and UX mike interfaces. Globally, cutting across sectors, classrooms are shrinking. Learners , and more importantly their managers, were & are always wary and apprehensive of class-room training for various reasons. Thanks to technologies, organizations and their learning departments are now meeting the learners where they are. Courtesy, digital and mobile first mindset and practices. In most of the progressive organizations, learning has shifted to mobile-first culture though that doesn’t yet auger RIP for ILTs. It will continue its own relevance but in shrunken size and importance. Learners and modern workforce are distinctively shifting preferences towards their own learning avenues or Personal Learning Networks (PLNs) away from company sponsored training calendars
• #10: ISD professionals Curator & Community Mgr.