Continuous learning culture frontlines the purpose into developing such research on learning and skills relevance and the adoption of a learning culture. Ignoring the elements of development and skill relevance in the business world, implies a full dependency on robots (which is highly unlikely, still) or a risky ignorance into sustaining a poor business strategy. Based on such business assumptions, the paper is aiming to identify the current perception of leaders towards learning practices and similarly of their direct reports, in understanding the triggering elements for consuming knowledge and maintaining the learning appetite. While the economic landscape is now shifting into developing a green economy, with green skills, this research goes into the understanding of the human behavior and development need, to generate a sustainable business. While development is a continuous act and people dependent, the effects of it are directly impacting the business deliverables. The current paper investigates the learning practices, by running a study within an organization on a large-scale operational team. The method of data collection is a set of interviews with the top management, then a larger qualitative data collection through focus groups and the third approach is deploying a survey with the most tenured employees. By understanding their perspectives and expectations, and compared with historical training attendance records, the authors proposed a set of recommendations towards developing that culture of knowledge that enables growth and in the long term the mobility of other job opportunities within the organization. The results are proposing a slight adjustment towards the learner’s needs, by addressing it with micro topics, bite size learning, for immediate applicability and a better communication strategy for content awareness, given the vast inflow of learning opportunities.

Leadership models in the times of COVID-19 is surely the topic of the hour, yet this hour might last for some few years. By the end of it, we will reach the point of no return and a new set of rules and paradigms would have been created. Many researchers and leadership representatives investigate this topic. The available and reviewed literature is rather shaping the discrepancies of the past-embedded practices, as opposed to the current challenges. In this context of constant change, the current paper is aiming to investigate some current leadership practices, which are targeting the level of productivity, different ways of working and communicating in the work from home context. Moreover, the research would be setting the stage for something that is not there yet, in the current leadership patterns. The research methodology based on top management and senior leaders’ interviews, covering multiple industries from Romania, like banking, energy, manufacturing at large scale and outsourcing. The questions were designed to investigate the realities on their new job definition, from a personal perspective, as people managers and the business value outcomes envisioned in the new scheme of work. The theoretical contribution of the paper is to define a set of guidelines and filtering areas of leadership focus. The set of information gathered for new business metrics of performance, the ownership, efficiency and business value creation is pushed at all levels. One major change is the new definition of discipline, shifting from authority into entrepreneurial attitudes.

History taught us that the best time to talk about adaptability and innovation is that of disruption, crisis and adverse conditions. This research paper addresses the pre- and post-pandemic learning environment in terms of online and classroom delivery. The main objective of this research paper is to analyze factors that have been impacted by the shift from face-to-face (or in person) to online learning practices, assessing elements related to a learning session as: logistics, participation adoption, tools, feedback and geographical span. As research method, the approach incorporates a case study on the European population of one of the major players in the service industry in analyzing European relevant training data points, over a period of three years. Reasoning of data comparison is aligned to data relevance, hence one-year pre pandemic versus two years in the forced virtual delivery of pandemic conditions. The main aspects under research were aiming for a found analysis of a sustainable shift while understanding the implications of such changes. The result of the study shows a positive learning landscape, with multiple opportunities for those ready to adapt, a trusted tool for sustainability and yet at the early age of becoming one of the core elements for keeping relevant in the business imperatives. The element of novelty in this study suggests impact, shift, dependability and responsibility for learning at scale; and the global impact of the adapted learning opportunities, such as awareness, relevance and adoption rate of learning offerings.