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Aditi Sharma Kalra
Regional Editor
Human Resources Online

• Building a culture of continuous learning in the workplace to educate and create awareness of future threats.
• Addressing the challenges of adapting to digital workplace learning in the time of crisis for a multi- generational workforce.
• How do you ensure managers are well equipped with remote-working skills, remote- management skills, and leadership skills in time of crisis?

• HR’s role in assisting employees to find opportunities to learn every day. 
• Discovering your purpose through learning to become the best version of yourself. 
• Leveraging on shared learning experiences to value humanity, creativity, and empathy. 

Swee Furn Siau, General Manager, Malaysia Airlines

• How can L&D programmes help employees unlearn skills and behaviors in order to learn new ones
• What are some best practice L&D frameworks that help employees see their progression to management and leadership?
• Engaging employees to go beyond job related learning. 

• Creating greater impact on learning design at a psychological level driven by employee motivation.
• Integrating career stages into the learning earning journey according to employees.
• What is your approach towards digital learners that require different kinds of support from L&D?

• Moving away from passive reporting to identify objective of learning outputs.
• Ensuring accuracy of data and being aware of data biases to prove and disprove hypothesis.
• How can line management gain visibility into the learning needs of their teams and the impact of learning on team performance?

• Rethinking the strategic planning of learning gamification.
• Utilising supportive materials, feedback and rewards to segment learner types.
• Enhancing the learning experience in corporate training through leadership direction.

• Identifying talent gaps between learning and talent management objectives.
• Collaborating with the business to ensure alignment of talent development outputs to overall business objectives.
• Focusing on people development to help employees see their future with the organisation.

• Charting learning programmes only after understanding an employee’s learnability pattern.
• Driving process change and inspire results at both the management and executives’ level through action-learning opportunities.
• Garnering the full commitment from senior management to pilot the solutions. 

Aditi Sharma Kalra
Regional Editor
Human Resources Online