How investment firms are tackling the learning challenge
Investment companies know they must consider staff learning style preferences in order to spark engagement – but relevance is a key factor too.
Investment firms today face multiple challenges in creating and delivering effective learning programs in the workplace, including the emergence of rapidly evolving technologies, the changing demands of their employees, and the need for more diverse and versatile skillsets.
In discussions with our business development team, companies told us that one particular challenge at graduate level is that today’s intake of new workers put a premium on flexibility and work-life balance.
They prefer learning to be continuous rather than in discrete periods – and for it to take advantage of the capabilities of artificial intelligence (AI).
Employers told us that they are placing more emphasis on hiring candidates with the specific skills needed for particular roles, such as STEM backgrounds for technical positions. And while human skills were identified as especially relevant for sales roles, our discussions also highlighted a recognition of the importance of such skills for all staff.
In fact, our discussions with institutions indicate that human skills are the most frequently identified learning need for investment professionals. Employers described human skills as key differentiators in career growth, with applications ranging from client engagement, to board presentations, to internal influence.
Self-directed and tailored
Companies and individuals are looking for faster, smarter ways to learn. Personalized, role-relevant learning that can be easily absorbed alongside a work schedule is the priority for many.
Talent development professionals at investment institutions most frequently told us that employees preferred self-directed, individualized learning for complex investment topics.
Under this model, staff have the freedom to choose content relevant to their jobs and according to a schedule that suits them best.
Self-direction is not the only possible learning route. Group learning is still used, particularly for foundational topics like compliance, but firms reported it as most common for junior staff, or during onboarding.
One other alternative that emerged from our discussions is hybrid learning methods, which use a combination of solo study and group meetings to share insights. But firms often struggle to make this work in practice or at scale, with its effectiveness very dependent on individual motivation.
Modular and relevant
After self-directed learning, the second most important requirement cited in our conversations was for bite-sized and modular learning. Here, the preferred format was sometimes dependent on the type of learning: firms said that shorter formats may be better for theory, and longer for practical skills like modelling.
Gamification – training that uses typical game elements such as achievements, rankings and other competitive features to be more engaging to users – was also identified as a way to communicate practical scenario-based learning.
Even if employees are engaged with the material and the format, time remains a challenge that is difficult to overcome. In our discussions, firms said the lack of dedicated learning time was a difficulty.
Much depends on how relevant the learning is perceived to be. While a lack of study time was most frequently cited in meetings discussing learning pressures, the question of whether learning was seen as a priority for an employee’s particular role was the next most common observation.
A major barrier to engagement with training (as demonstrated by the low take-up levels of paid study leave time that some firms reported, for example) is a perception that it is often generic or of little value given the time that must be invested.
Learning with a practical application to daily work and a clear return on investment is essential. Embedded learning, where it is integrated into employee’s daily schedules, is seen by firms as a useful way to increase relevance and uptake.
This article is part of our series featuring insights from investment management firms on transforming L&D strategies. Discover how industry leaders are tackling talent development challenges and building capabilities for the future.
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