Peer Learning Programs

One of the single most important issues in coming years is job transitions. This fascinating research examines not just job adjacency and required skill development for transition, but also bridging, directionality in job migration, and more. Insights include: 📊 The Power of Real-Time Skills Data. Analyzing real-time job posting data provides much more current and granular insights into labor market dynamics compared to traditional occupational classifications and surveys. This is especially valauble during rapid shifts like COVID-19. 🎯 Skills Space Method's High Accuracy. The "Skills Space" method for measuring similarity between skill sets, shown in the diagram, achieved 76% accuracy in predicting actual job transitions. This is impressive for such a complex prediction task and suggests the method captures something fundamental about how people actually move between jobs. 🔄 The Asymmetry of Career Paths. Job transitions are fundamentally asymmetric - it's often much easier to move in one direction between jobs than the other. For example, it may be relatively easy for a Finance Manager to become an Accounting Clerk, but much harder for an Accounting Clerk to become a Finance Manager. 🌉 The "Bridge" Nature of Transferable Skills. Generalist skills act as "bridges" between specialist skill clusters. This provides important insights for career planning - developing transferable skills makes it easier to move between different specialized domains. 🎓 Pathways to Specialized Roles. The analysis reveals clear skill-based pathways into specialized domains, showing how workers can strategically develop skills to transition into complex roles. For example, a Sheetmetal Trades Worker's skillset shows high similarity to an Industrial Designer role, offering a pathway from a high-automation-risk job to a low-automation-risk specialized position. 🆘 Crisis Response Through Skills Matching. The model helps workers displaced by crises like COVID-19 find new roles by identifying transitions that leverage their existing skills, target growing rather than declining occupations, and focus skill development on high-value gaps. This is valuable research. We need much more in this vein, and for this to be applied at all levels of the economy from national and international policy down do individual education.

Collaborating on Credentials The future of the workforce and the future of education lie in collaborative models where industry and academia work together to create relevant, practical learning experiences. Whether through advisory boards, design challenges and projects, or comprehensive microcredential programs, these partnerships are reshaping how we prepare talent for tomorrow's workforce. On a recent podcast, sie.ag/443UxN, I connected with Michael J. Readey and Christy Bozic, PhD, PMP, CPEM to discuss the transformative power of industry-academia partnerships. Together, we have been collaborating on credentials and sustainability to improve the circular economy digital mindset. Here are some insights we discussed that every education and industry leader should consider: The Traditional Model is Evolving: The "degree-only" mindset is shifting as we recognize the growing importance of continuous, skills-based learning. With the majority of credential-seekers being full-time professionals, the demand for flexible, targeted upskilling is clear. Industry-Academia Partnerships Matter: We must continue to invest in partnerships that bridge the critical gap between classroom theory and rapidly changing workplace demands. Together, we can enable faster identification of emerging skill needs and create timely real-world learning opportunities through immersive experiences. This provides learners with early and direct industry exposure. The Rise of Microcredentials: We're seeing a trend of professionals who actively seek, learn, and collect badges and microcredentials for career progression. Agile learning formats offer just-in-time education and experience for quick adaptation to industry needs, and flexible learning paths can address immediate and targeted skill application. Learn more about what hiring managers look for, how to build industry-relevant learning pathways, and what the future holds for collaborative academic-industry relations. I remember when I started in this industry, the focus was on how we could break down the walls between CAD and CAM. There are still walls between academia and industry we must break down. The collaboration we experienced with Michael, Christy, and the University of Colorado Boulder gives me hope for a new path forward. Listen to the full episode and share your perspective below: sie.ag/443UxN.

Not many CA firms openly discuss this. But one of the biggest growth opportunities for our profession lies in: Collaboration between CA firms. Especially when it comes to: Audit services Non-audit/management services Traditionally, many firms structure things in a way where: Accounting/consulting work is done through one entity Audit work is done through another related entity Technically, it may satisfy independence on paper. But in substance, the decision-making influence often remains with the same leadership. The intention is understandable: Firms want to retain clients and avoid the risk of losing them through collaboration. But if CA firms truly want to scale, we need to move from: “Protecting clients from each other” to “Growing together with the right professionals.” One practical solution could be: Management consulting and non-audit services handled by one firm Audit services handled by an independent collaborating CA firm No mergers. No acquisitions. No complicated structures. Just a simple and transparent work-sharing model built on trust. What stops CA firms from collaborating? 1. Fear of client poaching This is the biggest concern. But in reality, clients stay where: quality exists, trust is built, and relationships are nurtured long term. And even otherwise, clients always have the freedom to choose their advisors. 2. Concerns about service quality Fair concern. That’s why collaborations should start small. Work together on 1–2 engagements first. Test compatibility, responsiveness, and professional standards. The right partnerships naturally sustain. Why this model works 1. Eliminates self-review threat A genuinely independent review creates stronger reporting quality and better governance. 2. Fresh perspective on the client A second professional lens often identifies risks, inefficiencies, or opportunities that may otherwise be missed. Ultimately, the client benefits. 3. Different mindset for audit vs consulting The mindset required for: business support, accounting, and compliance is very different from: questioning, challenging, and independently evaluating. Trying to do both under the same influence can eventually dilute effectiveness. 4. Long-term growth through referrals Yes, we may give up a portion of revenue in one area. But the overall pie becomes much larger when firms build genuine win-win relationships. How to choose the right collaboration partner 1. Look for complementary expertise 2. Prioritize ethics and trust over size 3. Work with professionals who believe in mutual growth 4. Choose long-term alignment over short-term gains At MSNA & Associates LLP, we have believed in this approach from Day 1. I would love to see more collaboration-driven growth within the fraternity. As a firm, we are always open to more collaborations with like-minded professionals. Because sometimes, the best way to grow bigger is to grow together. Nitesh Madan Ashwini #BuildingMSNA #ca #cafirm #charteredaccountant

How do you build a thriving learning community in a large, decentralised organisation? In the latest episode of Learning Uncut, I speak with Adam Le Nevez and Adrian Manning ESM from the Australian Public Service (APS) Academy about their Learning & Development Community of Practice (CoP). The APS comprises over 170,000 employees spread across more than 100 agencies, each with its own L&D team. The CoP was established to connect these professionals, reduce duplication, and share best practices. One key takeaway was how the CoP has fostered a safe space for L&D professionals to come together and learn from each other. This community-driven approach has allowed people to network, collaborate, and solve common challenges, creating a culture of continuous learning across the public service. I love a good gardening metaphor, so appreciated Adam’s use of this metaphor to describe his approach to nurturing this community. He mentions that it’s about creating light-touch support and letting communities grow organically. This captures the heart of effective community building shaping spaces to based on members' emergent needs. Thank you to Adam and Adrian for sharing their experience. This episode is filled with useful information for L&D professionals. Listen on your favourite podcast app or go to the episode landing page to listen and access additional resources https://lnkd.in/eFq52zWu  #LearningUncut #LearningAndDevelopment #WorkplaceLearning #CommunityOfPractice #Collaboration #LearningEcosystem

How do you make the most of your mentoring relationship? Sometimes career mentoring can be easily misunderstood, especially if neither the mentor or mentees are clear on what they desire. This is what I have found that makes an effective partnership: 🎯 Structured engagement. Mentoring is not an open-ended, never ending relationship. It needs a starting point and an ending point. 🎯 Regular check-ins. Touch base weekly or bi-weekly to stay on track. This may look like regular updates in-between sessions. 🎯 Clear goals. Where there is no goal, there is no direction. Define what you want to achieve together. 🎯 Open feedback. Holding back does not help, hence why one must choose someone that they can be transparent with. Be honest in the information you share and receptive to grow. 🎯 Mutual respect. This requires honoring each other's time by keeping appointments. Value each other's time and expertise The advantages of these features are clear. 💃You'll stay accountable and focused on your goals 💃 Get guidance tailored to your needs and challenges 💃 Build a trusted relationship that goes beyond advice 💃 You'll learn how to navigate complex situations and networks What about the benefits? Huge! 🚀Accelerated career growth. You will navigate challenges faster. 🚀 Boosted confidence. You will tackle opportunities you wouldn't have been able to alone. 🚀 Expanded network. You will connect with your mentor's contacts and beyond 🚀 New perspectives. You will see your work and goals in a fresh light So, as you consider being mentored this year, what areas do you want to tackle with a mentor's help? Let's map out your mentoring plan 🚀. #careergrowth #mentoring #professionalgrowth #personaldevelopment #leaders #leadership

I'll never forget Ahmed: a brilliant software developer who walked into my office in 2022, terrified that AI would make his skills obsolete. Instead of consoling him, I challenged him: "What if AI isn't your replacement, but your most powerful collaborator?" Three years later, Ahmed leads our AI integration team, having transformed his fear into unprecedented innovation. The 2025 Global Workforce Transformation Report tells a compelling story: Organizations investing in continuous reskilling are experiencing 47% higher innovation rates and 36% lower talent attrition. This isn't just about survival—it's about creating an ecosystem where human creativity and artificial intelligence amplify each other. The World Economic Forum's Talent Mobility Index reveals a critical insight: Professionals who engage in continuous learning are 3.8x more likely to advance in AI-driven industries. At Devsinc, we've witnessed this firsthand. Our internal data shows that employees who participate in our AI reskilling programs increase their market value by 42% within 18 months. For emerging technology professionals, the message is clear: Your most valuable skill is your ability to learn, unlearn, and relearn. The 2025 Skills Evolution Study demonstrates that adaptability now outranks technical expertise as the most critical career competency. To my fellow executives: Reskilling isn't an expense—it's the most strategic investment you can make. Companies that prioritize continuous learning are reporting 29% higher profitability and 33% more resilient business models. Last quarter, we transformed our entire learning approach. We developed an AI-powered personalized learning platform that adapts to individual learning styles, reducing reskilling time by 56% and increasing knowledge retention by 63%. The future belongs to those who can dance with technology—not those who fear its shadow. At Devsinc, we've learned that the most powerful algorithm is human potential, continuously upgraded. Your current skills are tomorrow's legacy code. Keep updating your most important software—yourself.

“Train-the-trainers” (TTT) is one of the most common methods used to scale up improvement & change capability across organisations, yet we often fail to set it up for success. A recent article, drawing on teacher professional development & transfer-of-training research, argues TTT should always be based on an “offer-and-use” model: OFFER: what the programme provides—facilitator expertise, session design, practice opportunities, feedback, follow-up support & evaluation. USE: what participants do with those opportunities—what they notice, how they make sense of it, how much they engage, what they learn, & whether they apply it in real work. How to design TTT that works & sticks: 1. Design for real-world use: Clarify the practical outcome - what trainers should do differently in their next sessions & what that should improve for the organisation. Plan beyond the classroom with post-course support so people can apply learning. Space learning over time rather than delivering it in one intensive block, because spacing & follow-ups support sustained use. 2. Use strong facilitators: Select facilitators who know the topic & how adults learn, how groups work & how to give useful feedback. Ensure they teach “how to make this stick at work” (apply & sustain practices), not only “how to deliver a session.” 3. Make practice central: Build the programme around realistic rehearsal: deliver, get feedback, & practise again until skills become automatic. Use participants’ real scenarios (especially change situations) to strengthen transfer. Include safe practice for difficult moments (challenge, unexpected questions) & treat mistakes as learning. Build peer learning so participants learn with & from each other, not just the facilitator. 4. Prepare participants to succeed: Assess what participants already know & can do, then tailor the learning. Build confidence to use skills at work (confidence predicts application). Help each person create a simple, specific plan for when & how they will use the approaches in their next training sessions. 5. Ensure workplace transfer support: Enable quick application (opportunities to deliver training soon after the course), plus time & resources to do it well. Provide ongoing support (feedback, coaching, & encouragement) from leaders, peers &/or the wider organisation. 6. Evaluate what matters: Go beyond satisfaction scores - assess whether trainers changed their practice & whether this improved outcomes for learners & the organisation. Use findings to improve the next iteration as a continuous improvement cycle, not a one-off event. https://lnkd.in/eJ-Xrxwm. By Prof. Dr. Susanne Wisshak & colleagues, sourced via John Whitfield MBA

5 Keys to Building a Successful Partnership in 2024 (And how to avoid common pitfalls) Partnerships can make or break your business growth. But why do so many fail? Here’s the secret: 1. Clear Objectives and Goals → Align on what each party wants to achieve. Mutual benefit is the goal. 2. Complementary Strengths → Choose partners whose strengths fill your gaps. It’s not just about working together, it’s about enhancing each other’s capabilities. 3. Trust and Transparency → Build a foundation of trust with open communication, clear expectations, and shared values. No trust, no success. 4. Defined Roles and Responsibilities → Clarify who does what. Avoid misunderstandings and ensure smooth collaboration. 5. Continuous Evaluation and Adaptation → Regularly assess the partnership’s effectiveness. Adjust as needed to keep things on track. Why most partnerships fail: They lack clear alignment on goals and focus on short-term gains. Without trust and proper evaluation, partnerships falter. 💡 Pro tip: Set up regular check-ins to keep everything aligned. What’s your experience with partnerships? Drop your thoughts below 👇 P.S. If you found this helpful, consider resharing ♻️ and follow for more tips on successful business growth in 2024.

Most enterprise leaders are preparing for AI replacement when they should be preparing for AI amplification. Here's what I discovered after working with Fortune 500 companies on their digital transformation initiatives. The problem isn't that AI will eliminate expertise. The problem is how we're thinking about skill transfer. I used to believe that institutional knowledge was either documented or lost. That senior employees either adapted to new technology or became obsolete. It felt binary. Mechanical. Like checking a box. Then I learned something that changed everything. Real skill transfer isn't about replacing human expertise with AI. It's about translating your knowledge into new patterns that work alongside intelligent systems. Here's what actually works: Map your expertise patterns Those decision-making frameworks your senior team uses instinctively. The way they read market signals. Their ability to navigate complex stakeholder dynamics. Create knowledge bridges Don't just document processes. Build connections between traditional methods and AI-enhanced workflows. This trains your systems to recognize expertise. Practice pattern recognition When your experts solve problems, capture the thinking process, not just the solution. "Here's how I knew to pivot the strategy" hits different than forced documentation later. Build translation systems Ask yourself: "How do we make this expertise usable in new contexts?" Your veteran sales director's relationship-building skills become customer success frameworks. Design feedback loops When you apply transferred knowledge, measure what works. "This approach increased client retention by 23%" validates the translation process. The shift happens when you stop trying to preserve expertise and start transforming it into scalable patterns. What's one skill in your organization that seems impossible to transfer? ♻️ Repost to help people in your network. And follow me for more posts like this.

Most professional services relationships are built on an unequal playing field: one person has the expertise, the other receives it. A learning partnership works differently. The person doing the learning is the expert on their own context. The partner's role is to create conditions for that expertise to surface — not to position themselves above it. This distinction matters more than it sounds. It changes who holds the steering wheel and who decides what's useful. It’s the difference between whether success only means solving today's problem or also building the capacity to solve tomorrow's. I've been trying to name this kind of work for years. Coach, consultant, mentor, supervisor — none fit perfectly. Learning partner comes closest, even if it’s not common parlance. So I've written a blog explaining why. If you've ever struggled to name the kind of support you offer — or the kind you've been looking for — it might be worth a read. Link in comments 👇