In years past, many people landed their first jobs thanks totheir education and perhaps some industry knowledge. Companiesoffered a long ramp-up time for employees to learn theorganization, presented chosen candidates with a clear path toleadership, and conducted training via seasoned workers, writtenmaterials, or formal classes. A “new person” had a cocoon of timeto develop in a company, learning about its people andprocesses.

Today, expectations for both newly hired and long-time employeeshave changed. Companies want everyone to understand standardsoftware and be familiar with an array of technology. The pressure is on to skill-up quickly,maintain competencies in changing environments, and accept learningdelivery in many different forms. Binders have given way todatabases. The human element is still present, but has beenenhanced through social networks and informal learning.

Learners have changed, too. Employees in today'smulti-generational workforce range from those who are used toteachers and classrooms to others who prefer to tweet and blogtheir way to information and knowledge. A one-size-fits-allapproach no longer applies to training in any organization thatneeds to reach learners of many ages and experience levels.

Like virtually every business, the insurance industry isundergoing changes in its approach to training and development.Three trends in particular are creating challenges, but alsooffering opportunities to advance the way the industry helps itsemployees learn.

Trend 1: Infusion of New Technologies

Poll colleagues on the number of devices they use in an averageday, and it quickly becomes evident that hopping from PC tosmartphone to tablet happens with the greatest of ease. Eachappliance has its purpose based on such factors as availableapplications, power source, proximity to a network and the need toshare materials or print documents. Today's workforce has become amulti-device population and has developed a comfort with – indeed,a need for – fingertip access to just the right amount ofinformation, delivered at exactly the right time.

In line with those preferences, learning and performance supportalso have become technology-based. Given the variety of devices andapplications available, many learners are asking for access toinformation via all forms of technology and through small bites ornuggets of knowledge.

Aside from employee training, many insurance companies haverecognized the demand for and benefits of customer self-service andhave developed a host of consumer-based applications accessible inreal time, without human intervention. Most such applications orportals are easily mastered and will allow consumers to managepayments, update accounts and review quotes and claims. Some offerother, more sophisticated features that help customers handleadditional aspects of the insurance process.

Applications for the adjuster that turn the smartphone into amobile classroom, office and toolbox also have emerged. These appsprovide just-in-time learning and performance support solutions.They streamline the estimating process and allow for completedocumentation and submission of claims, doing much to improveefficiencies and accuracy of estimates.

Trend 2: Changes in Workforce Demographics

The workforce has evolved into a multi-generational environmentoften representing four to five age groups. This broad distributionof workers creates many challenges for training because ofdisparate learning styles and preferences in methods of interactionbetween those groups.

BabyBoomers are currently in the majority, but are expected to cedethat dominance to the Millennials by 2015. At the same time, Gen Xers will have adiminished spot in the working population. This shift indemographics may put pressure on organizations to focus developmentand promotion opportunities on Millennials at the expense of Gen X.Another interesting phenomenon is that unlike any other time inmodern history, half of the workforce will be over the age of 40and one quarter will be over the age of 55.

These factors mandate the need for flexibility in learningsolutions. Traditional methods of scheduling will not suffice forMillennials, who are eager to learn and are used to seekingknowledge on demand. They will not wait to be assigned to classes,as they are true proponents of real-time learning. Millennialstypically need training that is:

• Immediate – offering access to knowledgenuggets at the point of application.
• Specific – targeted to needs and focused onpractical application rather than theory.
• Validated – with user ratings and feedback toestablish the value of learning.
• Multi-channel – providing content in multipleformats, accessible from multiple appliances.
• Collaborative – offering the ability tosupplement information with additional feedback andobservations.

As a cohort, Millennials will lead the exploration of technologyas a learning solution and may offer the greatest asset to anorganization as technology ambassadors.

At the other end of the spectrum are Boomers who are stayingactively engaged in the workforce. Rather than retire, many areworking into their later years because of good health, economicnecessity, and the desire of many organizations to retain and sharethe intellectual capital they have amassed during their workinglives.

Boomers have grown up with education that includes scheduledevents and classes, supplemental materials and quick tests as themeans for assessing knowledge transfer. They generally prefertraining that is:

• Structured – conducted through classroom orgroup settings, particularly for applications training.
• Supplemented – with printed handouts andlaminated cards, for example.
• Repetitive – learning through layered andprogressive delivery of information.
• Reinforced – including feedback mechanisms andcontinued support outside the classroom.

Online training tools Boomers may be familiar with are reallyjust variations of courses they previously took in the classroom.Just-in-time learning and searchable knowledge databases aresolutions they are only slowly embracing.

Trend 3: Growth in Informal Learning

“I have never let my schooling interfere with my education.”– Commonly attributed to Mark Twain

Learning is a continuous process that can occur anywhere. Today,with the explosion of web resources, opportunities for sharing andlearning far surpass those of 20 years ago. As an industry,insurance has recognized the power of distributing content throughwebsites, applications and consumer resources, creating moreopportunities for education for both professionals and consumers.These shifts in access and targeted needs have established theimportance of informal learning, which, according to currentresearch, constitutes 80 percent of learning today.

Moving beyond the classroom and workshops, informal learning cantake the forms of on-the-job experience, mentoring, andcollaboration. Informal learning is characterized by flexibilityand empowerment, allowing learners to set their own pace,personalize the experience, and determine the amount of informationrequired to meet their needs.

Informal learning has been fostered by technology. Like thoseDIY home makeover shows on TV, technology has changed thetraditional approach to creating educational materials. People nowuse free tools to share tips, techniques, information, andopinions, developing and nurturing a rich DIY resource of learningsolutions. Wikipedia is probably the greatest example of acomprehensive resource created and maintained by a community ofcollaborators. Web-based social media such as YouTube and blogsalso have allowed individuals to offer an array of information toothers in an informal, collaborative environment.

From an insurance industry perspective, little training-focusedcontent is available via web-based tools and social media. A recentsearch on popular social media sites shows that the industry—atleast the claims component—appears to be underutilizing resourcesthat could attract, retain, and develop talent and offer anear-term solution for a mobile learning platform.

A Future State of Learning

To move towards a future state of learning that fully leveragestechnology, demographic, and informal learning trends, insuranceorganizations need to consider:

• Deploying technology and applications that encourageengagement and learning. Technology has been infused intothe daily lives of both consumers and insurance professionals andhas removed many of the physical barriers for learning. Insuranceorganizations need to take full advantage of it by introducingdevices and applications that continually increase the speed andefficiency of learning.

• Offering a broad spectrum of learning solutions,including classroom, self-paced online courses, and mobileapplications. Nothing needs to be eliminated; the focus ison distributing information across multiple channels to effectivelyreach all learners.

• Encouraging multi-generational teaming andmentoring. Turn demographic challenges into opportunitiesto connect generations and advance learning throughout the company.Senior associates can coach new recruits regarding technicalskills, processes and company history and culture. At the sametime, Millennials and Gen-Y employees can reverse-mentor others inthe area of technology—a less common arrangement, but potentiallyvery effective.

• Considering social media platforms as a viable optionthe next time rapid deployment of information is required.Informal learning is growing. For financially constrained trainingdepartments, informal training via web-based tools is available ata relatively low cost: an investment in time to become familiarwith tools and develop content. From an author and userperspective, established contribution standards are in place andall learning styles are addressed: read, write, watch, listen, andtry.