Category: Learning

In the first article of this series, Adapt or Fall Behind: Rethinking Enterprise Training Models for Today’s Rapidly Changing Environment, we explored why both employees and organizations need to embrace modern learning techniques for continuous skills development in today’s quickly evolving business environment.

Companies are faced with a critical question: How can we genuinely build a learning solution that satisfies our specific requirements?

Why invest in custom learning solutions?

While most learning providers offer a one-size-fits-all, off-the-shelf library of live and online courses, meaningful learning transformation necessitates a tailored approach based on an organization’s unique culture, objectives, talent gaps, and learner preferences.

That is why top solutions, such as Cprime Learning Pathways, take a consultative approach, collaborating with leadership and learners to understand goals and build individualized programs with the most relevance and impact.

What exactly are these Learning Pathways? 

Pathways offer a blended, skills-building curriculum via a combination of learner-led, self-paced digital content, instructor-led, classroom-based courses, and work-based assignments for on-the-job application. However, that composite core is only the foundation.

The true art is in creating pathways to perfectly fill an organization’s talent demands from both a technical and individual human standpoint. For example, an innovation-focused organization may require paths to stimulate creative ideation, but a healthcare system may require ethical and compliance training. An engineering team may learn best through hands-on projects, whereas an analytical team may prefer self-paced online content.

Cprime collaborates with stakeholders across the organization to identify these particulars and then designs comprehensive Learning Pathways that are aligned with strategic goals, functional needs, and learner preferences.

The resulting custom learning solutions provide individuals with clearly defined tracks to progress skills important for success in their role, today and in the future. Additionally, unlike traditional training, these courses adapt over time to continue boosting both individual and organizational capabilities as demands grow.

Let’s take a closer look at how Cprime creates and deploys these strategic learning engines designed for organizational transformation.

Cprime’s approach to curriculum design

Cprime utilizes research-backed instructional design frameworks to build comprehensive learning programs catered to each organization’s specific environment. The process includes:

Conducting a Learning Assessment

Cprime partners with an organization’s leaders to deeply understand priority business goals, talent gaps inhibiting progress, and required capabilities to bridge those gaps. Methodologies like capability mapping, journey mapping, and skills gap analysis uncover target areas for pathway development.

Mapping skills to roles

Next we map which technical aptitudes and soft skills associates in specific roles require to deliver on those identified capabilities and business objectives. This allows pathways to take a role-based approach, bundling modular skills units into customized tracks to build key competencies.

Defining learning objectives

Each pathway and modular unit includes clearly delineated learning objectives with precise, measurable results that learners are expected to exhibit upon completion. This keeps the focus on real-world application that enhances performance.

Custom pathway development

These insights drive development of flexible pathways with bundled skills aimed at producing high-performing individuals able to execute on critical capabilities. The pathways provide personal learning journeys integrated into talent management and performance enhancement processes.

Continuous iteration and improvement  

And because organizations evolve over time, so do the pathways. They are continually aligned to strategic priorities and refreshed to meet changing needs through iterative analysis, mapping, and redefinition in partnership between Cprime experts and an organization’s leaders.

Customizing the learning experience

True customization allows organizations to tailor learning pathways to best suit their culture and learners. Options include:

• Content modalities – Pathways incorporate diverse learning materials from videos to gamification to align with preferences across learner demographics like millennials, Gen Z, remote staff, etc.
• Tools and delivery methods – Organizations can choose to deliver pathways via their existing learning management system (LMS) or learning experience platform (LXP), or implement Cprime’s LMS, purpose-built for pathways.
• Integrating existing training – Client-provided training and eLearnings can be tightly integrated with pathways to leverage existing content.
• External certifications – Pathways incorporate credentials like PMP and SAFe to provide career benefits.
• Configurations – Pathways are configured by department (marketing, product, execs), experience level (new hires, emerging leaders), or methodology (Agile, Design Thinking) for relevance.

“Although the e-learning course was very good, we felt there would be tremendous value in giving the students the opportunity to interact with each other and expert instructors. So, we developed a complementary instructor-led workshop as well.” — Rob Hill, Cprime Learning Consultant

Cprime partners closely with clients to understand an organization’s teams, challenges, and objectives, to determine the optimal configurations, tools, and content for pathway adoption and business impact. This broad set of options enables standardization for consistency and personalization for relevance.

Measuring the impact of the program

Detailed metrics demonstrate the usefulness of the pathway program and promote continued improvement. Cprime collects both qualitative and quantitative information:

Leading indicators:

• Enrollment and registration metrics show learner interest and content relevance
• Course completion rates demonstrate levels of participation and satisfaction
• Surveys collect learner feedback on course quality, platform usability, and other topics

Proficiency metrics

• Assessments of skills before, throughout, and after completion evaluate knowledge increases
• Badges and certifications indicate the competencies gained by completing modules

Lagging indicators

• Impact analysis connects learning data to increased productivity, higher quality, and other organizational outcomes 
• Statistical models depict the return on investment and payback period for the L&D investment

Qualitative findings

• Learner interviews and focus groups provide context for what content and delivery methods are most effective
• Manager surveys provide insight about demonstrated behavior change.
• Leadership talks highlight critical talents that should be emphasized.

While measurement allows for data-driven decisions about pathway content and delivery to improve business results, newly discovered insights fuel additional innovation; the more we understand about how contemporary learning alters businesses, the faster we can drive essential workforce and cultural changes.

Changing your learning environment

Because companies are complex adaptive systems, introducing new capabilities through custom learning solutions gradually alters mindsets and culture. The following are important factors in driving evolution:

• Alignment of executives and managers – Leadership advocates for learning, provides resources, and engages in paths to signify relevance.
• Communities of Practice – New media channels and events, such as Slack/Teams channels, promote peer sharing of learnings and best practices.
• Recognition and celebration – Badges, certifications, and graduation ceremonies all honor learner effort and signal intended advancement.
• Planning for continuous improvement – Evaluating data, trends, and feedback drives systematic improvements to pathway content, tools, and procedures.

Employees increasingly obtain skills and apply learnings on the job independently as the pathway program matures, rather than relying solely on formal training. Instead of being a separate activity, self-learning gets integrated into the daily flow of work.

As individuals constantly sharpen abilities, adapt expertise to new challenges, and accelerate growth, the organization’s agility, innovation speed, and competitive market positioning improve.

To dive deeper into the value and process behind Cprime’s Learning Pathways solution, download our white paper, Modern Learning for Modern Learners: Why Companies Need to Adapt, and How to Do It.

Getting started with Cprime

Interested in exploring how modern learning approaches like Cprime’s Learning Pathways can reshape your workforce? Typical first steps include:

1. Learning Assessment – We have an informal discussion to co-create a vision for possibilities and clarify priorities for learning-based workforce transformation.
2. Change management consulting – Cprime provides advisory services for evolving existing learning practices, technology, and culture to embrace modern methodologies.
3. Pilot program – We pilot tailored pathways with a small group to demonstrate capabilities firsthand and quantify the impact on product metrics or KPIs.

The Learning Assessment allows us to dig into your unique situation, objectives, and needs in order to architect a plan customized for meaningful and sustainable impact at your organization.

From there we identify an initial pilot group, roll out targeted pathways, gather feedback, and showcase measured results on key indicators you’re looking to improve.

Quickly demonstrating an excellent experience and strong ROI with the pilot empowers expansion across the organization, evolution of pathways over time, and continued elevation of workforce capabilities fueling your strategic progress and competitive differentiation.

Let’s connect to explore your goals and how Cprime can help close skills gaps and propel your organization’s key strategic initiatives now and into the future! The first step is requesting a Learning Assessment to explore possibilities. Click below to get started today!

Today’s speed of change is faster than ever. Technology is rapidly evolving, business practices are transforming, and the workforce is evolving just as fast. Professions that exist now may look very different or possibly disappear in the coming years. Continuous learning is no longer a luxury in this environment but rather an urgent necessity for employees and enterprises alike.

Traditional approaches to enterprise training, unfortunately, are no longer capable of meeting the learning needs of most modern workforces. Long instructor-led classes, while valuable for learning specific skills, are difficult to plan, costly, and time-consuming. They also rarely allow for hands-on practice or follow-up once the course is completed.

Employees quickly forget much of what they have learned, resulting in a waste of the organization’s investment.

To facilitate the level of ongoing, self-directed learning that both employees and employers need today, a new model is clearly required. Employees should be given the freedom to learn at their own pace, returning to materials as needed. Opportunities to instantly apply skills and receive coaching support should also be integrated into the learning process.

“In response to a growing global shortage of technical talent and high attrition rates, this multinational consumer electronics manufacturer looked inward to address some of its technical staffing needs…Selecting and promoting people already familiar with their culture not only improves employee retention over the long term, it is also more cost effective.” — Chris Knotts, Director of Cprime Learning

Enterprise training requirements today

Employees’ preferred methods of absorbing knowledge have changed. While extended lectures were traditionally required, today’s learners benefit most from brief, engaging, interactive, multimodal content. Some specific learning requirements include:

• Support for different learning styles: Employees’ learning styles vary—some prefer visual, some prefer auditory, others prefer tactical—so content should incorporate graphics, diagrams, video, audio, hands-on exercises, and more.
• Modular content optimized for consumption: Long courses should be broken down into short modules focusing on developing one capability at a time through demonstrations, practice, and application.
• Support for self-paced learning: Employees must be able to learn at their own pace, with the opportunity to revisit topics later. When students have control over their learning velocity and path, their confidence grows.
• Support for immediate application: Simply delivering material is insufficient; creating opportunities for meaningful behavior change requires that students be allowed to quickly apply skills, in real-world settings, while receiving coaching feedback.

A new training approach may address the different learning objectives of not just individual employees but entire modern-day enterprises by embracing true blended learning that leverages technology and personalized information, and focuses on competency growth through application.

How modern learning benefits organizations

While modern learning methodologies substantially empower individuals, corporations stand to benefit even more from adopting these employee-centric models. Some significant organizational advantages include:

• Supporting business objectives: The organization benefits when learning is linked with clearly defined competencies that will deliver business success. A team that has been trained in areas such as collaboration, innovation, customer service, and other goals will automatically become more effective at meeting fundamental objectives.
• Increases workforce agility: Continuous learning centered on real-world application assures that employees have the most up-to-date, in-demand skills. They become more adaptive to changing business needs, new technology, and role changes. Organizations must be agile in order to remain competitive.
• Encourages a growth culture: Self-directed learning alters mindsets. Employees adopt a growth mindset as they take ownership of their personal development and recognize possibilities to increase their skills on demand. This supports the embracing of change and pursuit of excellence throughout the organization.

In essence, correctly planned modern learning that builds employee confidence and competence leads to improved organizational performance. And, even greater benefits can be realized when this learning is individualized, on-demand, and sustained over time via well-defined learning pathways adapted to each employee’s specific requirements and objectives.

Cprime Learning Pathways are now available

Cprime Learning Pathways presents a next-generation learning paradigm that incorporates new approaches while filling critical holes in traditional enterprise training. The routes allow true blended learning through three components:

1. Discovery: Self-paced online information—articles, videos, assessments, and other materials—enables users to begin exploring subjects on their own timetable.
2. Practice: Users can engage topic specialists in discussions, presentations, demos, and collaborative projects guided by expert teachers during live virtual sessions.
3. Application: Learners are given follow-up assignments and activities that encourage them to apply what they’ve learned on the job, with coaching help.

To drive competency development, this integrated strategy adheres to the recognized 70-20-10 paradigm (70% from hands-on experiences, 20% from social learning, and 10% from organized courses).

Furthermore, Cprime learning paths are totally configurable according to the unique business capabilities required. An IT corporation, for example, may provide paths for software professionals who want to improve their coding skills in a specific language; a service organization may design client service training pathways; a manufacturing company may design pathways around Lean/Agile and design thinking.

The content within each pathway is tailored to modern learners, with videos, interactions, exams, and tools that appeal to a variety of learning styles and allow users to learn at their own speed.

Cprime Learning Pathways, in essence, provide the best of organized blended learning paired with customization for each organization’s specific workforce learning needs—both today and in the future. — Alex Gray, Cprime Learning Practice Lead

In the second article of this two-part series, Learning That Transforms: How Custom Learning Solutions Reshape Your Workforce, we will dive deeper into how Cprime’s Learning Services team develops custom learning pathways in collaboration with each client through a proven methodology, delivering transformative results: 

1. Conducting a Learning Assessment—an  in-depth capability and needs analysis
2. Turning findings into fully customized curriculums
3. Measuring program impact, Cprime Learning Pathways deliver transformative results. 

We will also explore real-world examples of customized Cprime Learning Pathways in action at pioneering global companies. 

Ready to get started now? Request a free Learning Assessment below  to discuss building Learning Pathways tailored for your organization.

Cloud Talent FAQs covered in this article: 

1. How can enterprise IT leadership attract quality cloud talent?

   1. Prioritize the developer experience by creating an environment that encourages innovation and provides access to the latest technologies.

   2. Reduce managerial red tape to empower engineers and accelerate innovation.

   3. Implement automation and self-service capabilities to allow engineers to focus on high-value work.

2. What strategies can be used to retain cloud talent in an organization?

   1. Develop extensive and mandatory upskilling programs tailored to different roles within the IT department.

   2. Link successful completion of training to performance evaluations and career advancement opportunities.

   3. Foster a supportive environment that encourages innovation, provides cutting-edge tools, and supports remote work.

3. Why is strategic hiring important for building a cloud-enabled workforce?

   1. Balance talent maturity levels within teams to ensure a mix of experience and fresh perspectives.

   2. Focus on hiring individuals with broad experience and problem-solving skills over just certifications.

   3. Create entry-level positions to grow talent in-house and anchor leadership roles to guide technical direction.

4. How can partnerships accelerate cloud development and upskilling?

   1. Partner with cloud service providers and specialized training institutions to fast-track capability building.

   2. Set clear productivity and capability expectations with partners to ensure knowledge transfer.

   3. Assign cloud-specific leaders to manage partner relationships and align contributions with internal goals.

5. What role does a supportive environment play in cloud talent management?

   1. Encourage a culture of innovation and experimentation to keep cloud professionals engaged.

   2. Provide access to the latest cloud technologies and tools for efficient and relevant work.

   3. Embrace a remote-friendly work policy to attract and retain a diverse and global workforce.

6. How can aligning cloud talent with business objectives improve cloud initiatives?

   1. Ensure engineers understand the business context and customer journeys to tailor solutions effectively.

   2. Develop products and platforms that directly support the enterprise’s digital strategy.

   3. Share the responsibility for secure and regulatory-compliant delivery among all cloud professionals.

In recent years, the cloud has emerged as a pivotal force driving innovation, agility, and competitive advantage. As organizations increasingly migrate to cloud-based solutions, the demand for skilled cloud professionals has skyrocketed, creating a fiercely competitive market for this specialized talent. Enterprise IT leadership is now facing a critical challenge: attracting and retaining the quality cloud talent necessary to harness the full potential of cloud technologies.

The importance of cloud expertise cannot be overstated. It is the cornerstone upon which modern enterprises build their digital transformation strategies, enabling them to scale, adapt, and innovate at an unprecedented pace. However, the scarcity of seasoned cloud professionals has left many IT leaders grappling with talent gaps that threaten to impede their organization’s progress and growth.

This talent shortage is compounded by the high turnover rates within the tech industry, where skilled individuals are often lured away by the promise of more exciting projects, better compensation, or more flexible work environments. As a result, IT leaders must not only focus on hiring the best talent but also on creating an organizational culture and infrastructure that supports and retains these valuable team members.

In this article, we will explore actionable strategies that enterprise IT leadership can employ to address these challenges. By reimagining their approach to cultivating an engineering culture, upskilling their workforce, strategic hiring, partnering for development, fostering a supportive environment, and aligning talent with business objectives, leaders can create a robust ecosystem that not only attracts but also nurtures and retains top cloud talent. These strategies will be instrumental in building a resilient and innovative IT workforce capable of propelling their organizations into the future of cloud computing.

Cultivating an engineering culture for cloud talent

The foundation of a successful cloud-centric organization lies in its ability to foster an engineering culture that resonates with cloud professionals. This culture is characterized by a deep respect for the developer experience, a commitment to reducing bureaucratic obstacles, and the implementation of tools and processes that empower engineers to perform at their best.

Prioritizing the developer experience

To attract top cloud talent, enterprises must prioritize the developer experience. This means creating an environment where engineers have the freedom to innovate, access to the latest technologies, and the ability to work on meaningful projects that have a direct impact on the business. By providing a stimulating work environment, IT leaders can engage their cloud professionals more deeply, leading to increased job satisfaction and retention.

Reducing managerial red tape

Another key aspect of cultivating a strong engineering culture is the reduction of managerial red tape. Excessive bureaucracy can stifle creativity and slow down the pace of development, which is particularly detrimental in the fast-paced world of cloud computing. IT leaders should strive to streamline processes, simplify approval chains, and foster a culture of trust where engineers are empowered to make decisions. This not only accelerates innovation but also enhances the sense of ownership and responsibility among team members.

Implementing automation and self-service capabilities

Automation is a critical component of a modern engineering culture. By automating repetitive tasks and standardizing environments, enterprises can free up their cloud professionals to focus on higher-value work that requires their unique skills and expertise. Additionally, providing self-service capabilities allows engineers to provision resources and manage services independently, which speeds up development cycles and reduces dependencies on other teams.

By focusing on these key areas, enterprise IT leadership can create an engineering culture that not only attracts the best cloud talent but also supports their growth and development within the organization. This culture becomes a competitive advantage, enabling the enterprise to stay ahead in the race for innovation and excellence in the cloud domain.

Upskilling your existing workforce

As the cloud continues to evolve, so does the need for a workforce proficient in the latest cloud technologies and practices. Upskilling the existing workforce is not just an option but a necessity for enterprises looking to stay competitive in the digital age. A strategic approach to continuous learning and development can transform an organization’s existing talent pool into a powerful engine driving cloud innovation.

Extensive and mandatory upskilling programs

To ensure that all team members are equipped with the necessary cloud skills, IT leaders must implement comprehensive upskilling programs that are both extensive and mandatory. These programs should cover a range of topics from basic cloud concepts to advanced cloud-native development techniques. By making these programs mandatory, enterprises can guarantee a baseline level of cloud competency across their entire IT staff, which is crucial for maintaining a unified and efficient approach to cloud projects.

Tailored learning journeys for different roles

Recognizing that not all roles require the same level of cloud expertise, it is important to tailor learning journeys to the specific needs of different positions within the IT department. For instance, a cloud architect may need deep knowledge of cloud infrastructure design, while a software developer might benefit more from training in cloud-based development tools and platforms. Customized learning paths ensure that each team member acquires the skills most relevant to their role, thereby maximizing the effectiveness of the upskilling initiative.

Incentivizing participation and linking to performance evaluations

To motivate employees to engage with upskilling opportunities, enterprises should consider linking successful completion of training programs to performance evaluations and career advancement prospects. Offering incentives such as certifications, bonuses, or recognition can also encourage participation and underscore the organization’s commitment to professional development. By aligning upskilling with career growth, IT leaders can create a culture of continuous learning that not only enhances the organization’s cloud capabilities but also contributes to employee satisfaction and retention.

Through these focused efforts in upskilling, enterprise IT leadership can ensure that their teams are not only prepared to meet the current demands of cloud projects but are also poised to embrace future advancements in cloud technology. This proactive approach to workforce development is essential for building a sustainable and adaptable IT organization capable of leading the way in the cloud-first world.

Strategic hiring and team composition

In the quest to build a robust cloud-enabled workforce, strategic hiring and thoughtful team composition play pivotal roles. IT leaders must carefully consider not only the individual skills of new hires but also how these professionals will fit into and enhance the existing team dynamics.

Balancing talent maturity levels within teams

A well-rounded team should include a mix of experience levels, from seasoned veterans to enthusiastic newcomers. This diversity ensures a balance between deep expertise and fresh perspectives. Experienced professionals bring a wealth of knowledge and can mentor junior team members, while those newer to the field often bring innovative ideas and are eager to embrace cutting-edge technologies. By balancing talent maturity, leaders can foster an environment of continuous learning and knowledge sharing.

Focusing on broad experience and skills over certifications

While certifications can be indicative of a professional’s dedication to their craft, they should not be the sole criterion for hiring decisions. A candidate’s hands-on experience and problem-solving skills are often more telling of their ability to contribute meaningfully to cloud projects. IT leaders should look for individuals who demonstrate a broad understanding of cloud concepts, a proven track record of delivering cloud solutions, and the ability to adapt to new technologies and methodologies.

The role of entry-level positions and anchor leadership roles

Entry-level positions are crucial for bringing new talent into the cloud ecosystem. These roles allow individuals to grow and learn within the company, building loyalty and reducing turnover. Conversely, anchor leadership roles are essential for setting the technical direction and maintaining the quality of cloud initiatives. These leaders act as pillars within the team, providing guidance and stability as the organization navigates the complexities of cloud transformation.

By strategically hiring for both entry-level and leadership positions, and by carefully considering the composition of their teams, IT leaders can create a dynamic and resilient workforce. This approach not only addresses immediate project needs but also builds a pipeline of talent that can sustain the organization’s cloud endeavors well into the future.

Partnering to accelerate development and upskilling

In the rapidly advancing cloud landscape, partnerships can be a strategic asset for enterprises looking to accelerate development and upskill their workforce. Collaborating with external experts and organizations can provide access to specialized knowledge and resources that may be difficult to cultivate in-house in the short term.

Leveraging partnerships for capability building

Enterprises should seek partnerships that can help bridge the gap between current capabilities and future needs. These partnerships might involve cloud service providers, specialized training institutions, or technology firms with expertise in areas such as artificial intelligence, machine learning, and advanced cloud services. By leveraging the strengths of these partners, enterprises can fast-track the development of new capabilities and bring innovative solutions to market more quickly.

For example, explore how Cprime has helped a leading networking hardware manufacturer, trend-setting camera maker, and a fintech software development company by combining Cloud expertise with a holistic approach to building and retaining a top-notch team.

Setting productivity and capability expectations with partners

When entering into partnerships, it is crucial to set clear expectations regarding productivity and capability development. This includes defining the scope of work, the desired outcomes, and the metrics for success. It also means ensuring that partners are committed to not just delivering services, but also to transferring knowledge and skills to the in-house team. This collaborative approach to capability building can enhance the enterprise’s internal competencies in the long run.

Assigning cloud-specific leaders to manage partner relationships

To maximize the benefits of partnerships, enterprises should assign cloud-specific leaders to oversee these relationships. These individuals should have a deep understanding of the organization’s cloud strategy and the technical acumen to align partner contributions with internal goals. They act as the bridge between the enterprise and its partners, ensuring that collaboration is effective and that the enterprise’s interests are always prioritized.

By thoughtfully engaging with partners, enterprises can complement their internal efforts and accelerate the pace of cloud adoption and innovation. This strategic approach to partnership not only enhances the enterprise’s cloud capabilities but also supports the ongoing development and upskilling of its workforce, positioning the organization for sustained success in the cloud era.

Fostering a supportive environment for cloud talent

Creating a supportive environment is essential for retaining cloud talent and encouraging their best work. This involves nurturing a workplace that values innovation, provides access to the latest tools and technologies, and accommodates the needs of a diverse workforce.

Encouraging innovation and experimentation

A supportive environment is one that encourages innovation and experimentation. IT leaders should promote a culture where cloud professionals feel safe to take calculated risks and explore new ideas without fear of failure. This can be achieved by setting up innovation labs, hackathons, or dedicated time for personal projects. Such initiatives signal to employees that their creative efforts are valued and that the organization is committed to staying at the forefront of technology.

Providing access to cutting-edge technologies and tools

To attract and retain top cloud talent, enterprises must provide access to the latest technologies and tools. This not only enables professionals to work more efficiently but also helps them stay relevant in their field. IT leaders should invest in state-of-the-art cloud platforms, development tools, and continuous integration/continuous deployment (CI/CD) pipelines that facilitate a modern development environment. By doing so, they create a workspace that is both productive and appealing to high-caliber cloud professionals.

Creating a remote-friendly work environment

In today’s globalized workforce, flexibility is key. A remote-friendly work environment can be a significant draw for cloud talent who value work-life balance and may prefer or require the ability to work from anywhere. IT leaders should implement policies and technologies that support remote work, such as virtual collaboration tools, secure remote access to systems, and clear guidelines for remote work. This not only broadens the pool of potential talent but also demonstrates the organization’s commitment to accommodating diverse working styles and personal needs.

By fostering a supportive environment that encourages innovation, provides the right tools, and embraces flexibility, enterprises can create a workplace where cloud professionals thrive. This not only helps in retaining existing talent but also positions the organization as an employer of choice for prospective cloud experts looking for their next opportunity.

Aligning cloud talent with business objectives

For cloud initiatives to truly succeed, it is imperative that the technical expertise of cloud professionals is aligned with the broader business objectives of the enterprise. This alignment ensures that cloud solutions are not only technically sound but also deliver tangible business value.

Ensuring engineers understand business context and customer journeys

Cloud professionals should have a clear understanding of the business context in which they operate. IT leaders must ensure that engineers are aware of the customer journeys and the business challenges that their work is addressing. This can be achieved through regular cross-departmental meetings, inclusion in business strategy sessions, and transparent communication of company goals. When cloud talent is attuned to the business’s needs, they can tailor their solutions to better meet those needs, resulting in more impactful outcomes.

Developing products and platforms that support digital strategy

The development of products and platforms should be in direct support of the enterprise’s digital strategy. Cloud talent plays a crucial role in this by building scalable, secure, and resilient cloud infrastructure that can adapt to changing market demands. IT leaders should work closely with their cloud teams to ensure that the technical roadmap aligns with the strategic vision of the company, thereby enabling the enterprise to leverage cloud technologies for competitive advantage.

Shared responsibility for secure and regulatory-compliant delivery

Security and compliance are non-negotiable aspects of cloud services, especially for enterprises in regulated industries. Cloud professionals must share the responsibility for ensuring that the solutions they develop are secure and meet all regulatory requirements. This shared responsibility model requires IT leaders to provide ongoing education about security best practices and regulatory standards. Additionally, incorporating security into the DevOps process, often referred to as DevSecOps, can help inculcate a culture where security is a collective priority from the outset of any cloud project.

By aligning cloud talent with business objectives, fostering an understanding of the business context, and emphasizing the shared responsibility for security and compliance, enterprises can ensure that their cloud initiatives are both innovative and aligned with the company’s strategic goals. This holistic approach not only drives business success but also provides cloud professionals with a sense of purpose and contribution to the enterprise’s mission.

Charting the future with cloud talent and Cprime’s Global Talent Services

In the journey toward digital transformation, the strategies outlined in this article provide a roadmap for enterprise IT leadership to attract, develop, and retain the cloud talent that is so crucial for success in today’s technology-driven marketplace. By cultivating an engineering culture, upskilling the workforce, making strategic hiring decisions, leveraging partnerships, fostering a supportive environment, and aligning talent with business objectives, organizations can create a sustainable competitive edge.

However, even with the best strategies in place, finding the right talent can be a complex and time-consuming endeavor. This is where Cprime’s Global Talent Services can make a significant difference. With a focus on agile methodologies and a deep understanding of the unique challenges faced by enterprises in acquiring and nurturing tech talent, Cprime stands ready to assist organizations in building their dream teams.

Cprime’s Global Talent Services offers a comprehensive suite of solutions designed to help enterprises navigate the talent landscape with confidence. From talent acquisition and team augmentation to customized training and mentorship programs, Cprime provides the expertise and resources needed to empower your workforce. Whether you’re looking to fill specific roles with top-notch cloud professionals or seeking to enhance the skills of your existing team, Cprime’s services are tailored to meet your organization’s unique needs.

As we look to the future, the role of cloud talent will only grow in importance. Partnering with a seasoned talent services provider like Cprime can help ensure that your organization not only keeps pace with the rapid advancements in cloud technology but also leads the charge in innovation and excellence. With Cprime’s support, you can chart a course toward a future where your cloud initiatives drive business success and where your talent feels valued, motivated, and aligned with your company’s vision.

In conclusion, the path to securing and nurturing cloud talent is multifaceted and ongoing. By implementing the strategies discussed and engaging with partners like Cprime, enterprise IT leadership can confidently address the challenges of today’s talent market and build a workforce that is not only skilled in cloud technologies but also deeply invested in the success of their organization.

There’s a scene in the movie The Matrix. Trinity and Neo are on the top of a skyscraper trying to escape the Agents, and there’s a helicopter there, and Neo looks at Trinity and says, “Can you fly that thing?” And Trinity says, “Not yet.” She then contacts Tank back on the Nebuchadnezzar and asks him for the flying instructions for the helicopter, and he uploads them into her brain. Trinity opens her eyes and says, “Let’s go!” And they jump in the helicopter and Trinity flies it with extreme competence.

Wouldn’t it be great if we could have that just-in-time knowledge when we need it? We’re facing a challenge. We have a lack of knowledge, so we’re unconfident in tackling that challenge, and it would be amazing if we could just plug our brains into some knowledge hub and have just the right amount of knowledge to complete the task just when we need it. Just like Neo does when he first enters The Matrix – “I know Kung Fu!”

Traditional learning

How do we traditionally tackle the lack of knowledge? Well, we normally go on training courses. And training courses give us a lot of knowledge about a particular subject or domain over a day, maybe two. And training is great. It gives us an excellent overview and insights into techniques, frameworks, processes, and skills that we might not have.

The problem with traditional training is our retention of the knowledge we gain. Most of the knowledge we gain in training dissipates quickly. We can’t hold a lot of information in our brains. Maybe we have made notes, but again—as we’re not in the moment of training anymore they seem unclear and nebulous. You wish you could take that bit of training again, just now, when you actually need it. So traditional training is potentially more inspirational than educational.

In a 2022 study by CompTIA, 30% of companies state they want more training alignment with development goals. And most times, these companies are looking for more modern approaches to learning (such as eLearning, simulation style, autonomous, self-paced learning, etc.).

Introducing learning pathways

So Cprime learning experts have created pathways. Pathways are a new approach to learning, moving away from going on a traditional two-day or a three-day course, once or twice a year, and instead getting bite-sized pieces of learning, just in time—you can pull the learning when you really need it, delivered in various modes.

They’re designed around competencies and you learn skills in a sequential, progressive way. They enable and empower you to be better at what you are trying to do. So they provide a two-pronged approach to learning: small bite-size, just-in-time learning when you need it, curated to help you understand and embed the knowledge in a much more timely and consumable way.

Timely and consumable

Let’s say, for example, you want to be a team coach, an agile coach in an organization, or a scrum master. Well, of course, you could go to training courses that give you a two-day overview of basic scrum mastery, intermediate scrum mastery, and even advanced coaching. Some of that knowledge, you will forget quite quickly. And you won’t get a chance to practice much of what you retain. So the training becomes semi-redundant because you’ve forgotten the main essence of some of that training, and you want to go back and revisit it again.

Instead, a pathway will break down the aspects of those big chunky courses into smaller bite-sized, topics of learning. And because we can break them down, we can also deliver them differently.

Multimodal learning

Various lessons are best taught in various ways. Examples include:

• Attending a face-to-face session with a trainer
• Reading a book
• Taking an eLearning module
• Watching a video
• Practicing something in your own context safely and getting some feedback on how that went.

And we can couple all of those different modes of experiential learning together to attain certain thresholds or outcomes, including a particular level of competence in the knowledge domain you are trying to master.

You can do all of this at your own pace, at your own time, aligned with your employer’s needs and desires, so they can endorse a pathway you’ve chosen and give you internal accreditation. Or you could simply take these pathways yourself as part of your own personal development, managing and monitoring your own progress.

Pathways will enable you to learn what you need to in real-time, in a much more practical and consumable way that will meet the demands of your journey, and make it more practical in terms of your time scales and timeframes. And, hopefully, a little bit less stressful for you.

For more information, contact the experts at Cprime.