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Basem Issa is executive vice-president - admin and commercial, at Kuwait National Petroleum Company (KNPC). He can be reached at: b.issa@knpc.com.

Basem Issa

The Kuwait National Petroleum Company is changing the learning function, where the top line and bottom line converge.

Leading Change From the Learning Function at KNPC

Skills gaps are categorically considered the biggest barrier to business transformation, according to the Future of Jobs Survey, with 63 percent of employers identifying them as a major challenge over the 2025–2030 period. This isn’t a problem for the distant future—it’s here now, creating real hurdles for organizations striving to innovate, grow, and adapt.The modern workplace is evolving at lightning speed, driven by rapid advancements in technology, shifting business models, and changing employee expectations. To keep up, organizations need a workforce equipped with the right skills, not just degrees or titles. That’s where skills-based learning comes in.What Is the Skills Gap, and Why Does It Matter?The skills gap refers to the disconnect between the skills employers need and the skills employees have. For organizations, this gap can mean unfilled roles, stalled innovation, and higher costs tied to recruitment and turnover. For employees, it creates barriers to career growth and a sense of insecurity about their future.But here’s the good news: The skills gap isn’t an insurmountable problem. By shifting focus from traditional learning models to skills-based learning, organizations can tackle it head-on.What Is Skills-Based Learning?Skills-based learning prioritizes teaching specific, measurable competencies. Instead of focusing on theoretical knowledge, this approach centers on practical skills employees can immediately apply to their work. Think of it as “learning with purpose.”For example, rather than a broad course on marketing theory, a skills-based program might teach how to analyze social media metrics or build data-driven campaigns. The outcome? Employees not only learn but also demonstrate their expertise in areas critical to their roles.This focus on actionable, real-world skills is what makes skills-based learning so effective in bridging the gap between what employees know and what organizations need.Why Digital Credentials MatterOne of the biggest challenges with skills-based learning is proving its impact. Enter digital credentials—portable, verifiable badges that validate an employee’s proficiency in specific skills.These credentials serve as a transparent record of achievement, both for employees who want to showcase their capabilities and for organizations looking to evaluate their workforce. They also simplify the tracking and reporting of skills progress, providing tangible data that goes beyond vague “completion” metrics.But the real value of digital credentials is their ability to create trust. When employees earn a credential, they’re not just saying they’ve learned something—they’re proving it.The Benefits of Prioritizing Skills-Based LearningInvesting in skills-based learning doesn’t just help close the skills gap. It delivers clear, measurable benefits for both organizations and employees:For Organizations Workforce readiness: Employees are equipped with the skills that matter most to your business today.Cost savings: Developing internal talent reduces reliance on expensive external hiring.Goal alignment: Learning programs are directly tied to organizational objectives, driving better results.For Employees Career growth: Employees feel more empowered to take on new challenges.Engagement: Personalized learning paths keep employees motivated and invested in their roles.By focusing on skills, organizations create a win-win scenario where both business goals and employee aspirations are achieved.How to Get Started With Skills-Based LearningTransitioning to skills-based learning doesn’t require a massive overhaul. Here are three actionable steps to get started:Identify Your Gaps. Conduct a skills gap analysis to pinpoint where your organization is falling short. Focus on critical areas that align with your strategic goals. Implement Digital Credentialing. Introduce a system for issuing and tracking digital credentials to validate skills acquisition. Make sure the credentials are portable so employees can carry them throughout their careers. Use the Right Tools. Partner with a learning platform that supports skills-based training and credentialing. Look for features like customizable learning paths, analytics, and seamless reporting.The Skills Gap Is a Solvable ProblemThe skills gap might feel overwhelming, but it’s also an opportunity to rethink how we approach talent development. Skills-based learning, paired with digital credentials, gives organizations a clear path forward—one that’s actionable, measurable, and aligned with the needs of a rapidly changing world.The question isn’t whether the skills gap will affect your organization. The question is what you’ll do about it. Will you wait for the gap to widen further, or will you take steps now to build a workforce ready for the challenges of tomorrow?

Closing the Skills Gap: Why Organizations Should Prioritize Skills-Based Learning Now

Summer 2012 - The Public Manager

Virginia Transportation Agency Seeks Performance-Based Certification

Isman has more than 25 years of international business management, entrepreneurship, operations, and training and facilitation experience. 

From circuses to theaters, startups to multinational corporations, technical arts to high-tech industries, his background covers a range of unique experiences, domains, and industries that not many possess. This diversity in experience contributes to Isman’s balanced and wide perspectives on key areas such as leadership development, people and team growth, complex problem solving, and collaborative organization development.

Based in Singapore, his leadership advisory, programs, and facilitation work have influenced leaders in organizations around the world, including Amnesty International, Cleveland Clinic Abu Dhabi, Roche, Godrej India, PETRONAS, EssilorLuxotica, Ministry of Business, Innovation and Enterprise (New Zealand), MTN Group South Africa, and Saudi Arabia Basic Industries (SABIC), among others.

A Strathclyde MBA, Isman was associate consulting director (leadership & innovation) at BTS Asia Pacific. Earlier, he held marketing leadership roles in innovative ad-technology firms, MediaMath Inc. (head of marketing, Asia Pacific), and Tapad-Telenor (marketing director, Asia Pacific).

Isman is the author of The FAVE Leadership Program. Through the Facilitative Leadership practice system, learning-oriented leaders enhance the quality of human connections and interactions in the workplace and contribute to growth through collective learning, collaborative work culture, and alignment with purpose and shared outcomes.

Isman is an ATD Master® Trainer with numerous other accreditations for facilitation and training. He is also working on a doctoral thesis in support of the growing learning-oriented facilitative leaders’ movement.


Isman Tanuri

Luke Hobson, senior instructional designer and program manager at MIT xPRO, writes about cohort learning: “This method is especially pertinent for adult learners. We, as educators, are always striving for our adult learners to become self-directed learners, and it makes sense with today’s day and age. However, it’s also true that solo efforts don’t always cut it for many adults, who might benefit from a more structured support system.” In his blog post “Why Cohort-Based Learning Is so Effective for Adults,” Hobson continues by emphasizing the structure—L&D professionals can’t simply create a group in a learning management system (LMS) with some content and expect the individuals to take it from there.And that’s where Rich Reitter and his TD at Work guide, “How to Implement Cohort Learning,” come into play. In the guide, Reitter outlines various cohort learning models, poses questions for L&D leaders to consider before moving forward with the learning mode, and offers guidance for executing a cohort learning program.Why Cohort Learning and What’s AvailableCohort learning is a mode of learning where a group of individuals begin, work through, and finish a course or program together. This type of learning provides a natural source of peer support and collaboration, a chance for participants to hear a variety of perspectives, networking, and shared learning. It allows participants the opportunity to practice their communication and collaboration skills, in addition to learning the content at hand.A cohort learning program may be arranged into synchronous, asynchronous, or a combination. It can be facilitated through peer-to-peer interaction or be mentor led. The type of program that works best for any organization or department depends on the content, circumstances, and what is possible, for example, if the team is global, a strictly synchronous model will likely present scheduling challenges.While there are many types of cohort learning, whether any of the models makes sense depends on several other factors, among them:Do you have leader buy-in?Are there adequate resources available?Will your infrastructure and technology meet cohort learning needs?Do learners want and will they thrive in this type of learning environment?Next StepsIf the answers to these questions lead you to want to move forward, you will need to develop your program’s objectives. Consider:How will cohort learning provide the skills or knowledge you want and need individuals to gain?How will you measure success?How does the program align with the organization’s larger strategic goals?What types of resources do you need for the program to operate effectively?Design the learning content that meets program goals, and sequence it appropriately. Will you incorporate videos, presentations, interactive activities, or readings?Reitter offers several other pointers for assembling a cohort based on his experience. A cohort of between 15–25 individuals generally works well so that you have diversity of voices and thought, but which still allows for people to share their views. A six-month to one-year program is often effective, though again it will depend on program content and its complexity. And regular engagement is key to sustain momentum, so consider frequency of connection—weekly for interaction with additional work outside of those gatherings can be good to begin with; adjust as needed.Executing the ProgramA pilot can help L&D teams address any snags in their cohort program, either in curriculum or delivery methods. Among the common challenges in cohort learning:Varied skill levels. While there are times when disparate skill sets can work, such as more advanced learners teaching less advanced learners, it can be a drag on learner progress. Keep that in mind as you create your cohort and consider breakout groups with comparable skill levels if needed.Scheduling issues. Recording sessions can help meet the needs of learners unable to attend a gathering. Setting a schedule at the beginning of the program so that learners’ expectations are clear can help mitigate challenges as well.Lack of engagement. In addition to regularly planned assignments and meetings, the L&D team may want to consider adding a surprise reflection prompt or posing a question on the group discussion board to keep participants engaged.Measuring and evaluating your cohort learning program provides you room to improve upon your success, as well as to share that success with stakeholders. Establish key performance indicators, such as knowledge retention and learner engagement, to help.Creating CommunityWhile we seek to improve, it’s also important to celebrate the wins of a cohort and the collective achievements. It validates learners’ efforts and reinforces the collaborative nature of cohort learning.Hobson notes, “Adults in general desire a sense of belonging and community. We want to feel like we are a part of something and to find like-minded individuals … Community and a sense of belonging are key to making a welcoming learning environment.”

Come Together

Artificial intelligence (AI) is fundamentally reshaping workplace structures and how organizations develop their workforce. While it offers tremendous potential, it also brings challenges that demand thoughtful approaches. This is where human-centered AI (HCAI) comes into play, a paradigm designed to prioritize human needs, ethics, and transparency while fostering collaboration and learning. For human resource development (HRD), adopting HCAI is not simply about using AI effectively; it’s about ensuring AI serves employees in ways that amplify their well-being and resilience rather than undermining human capabilities.Why Human-Centered AI MattersAI’s purpose has been to handle tasks that are time-consuming or challenging for humans, driving efficiency and improving accuracy. However, as AI evolves, concerns about its misuse have grown. Many traditional AI implementations focus on machine-centered strategies that prioritize productivity but fail to account for human needs. Examples like automated warehouses, social media algorithms, and AI-driven hiring systems often treat people as components in a system, excluding human judgment and skills. Human-centered AI flips that perspective, placing humans at the core of AI design. This approach ensures fairness, usability, and accountability, tackling critical issues like bias, lack of transparency, and ethical dilemmas. By leveraging human strengths, HCAI promotes more effective collaboration. Ethical considerations must guide how these systems are developed and deployed to ensure they enhance human well-being rather than compromising it, and this will ensure organizational sustainability and long-term performance. Ethical AI avoids bias and discrimination, technological solutions align with how humans think, and AI systems are made to be clear and accessible for all users. These core principles are developed through systematic design thinking and their interdependent relations.Six Approaches to Integrating HCAI Into HR StrategiesHRD can help organizations transform their workplace in the AI era by ensuring human-centric values are at the core of AI adoption. HR professionals can adopt six key strategies to effectively integrate HCAI principles into workforce development:Professional Training: Training should emphasize both technical skills and human qualities like empathy and ethical decision making. Cross-functional collaboration, such as engineers working with user-experience designers, ensures AI systems meet human needs and foster innovation.Employee Training: Building AI literacy reduces resistance and anxiety about new technologies. For example, training warehouse staff to use AI-powered logistics tools can enhance efficiency while preserving their decision-making role.AI-Based Training Programs: Adaptive AI platforms can personalize learning experiences with real-time feedback. However, organizations must prioritize human agency, ensuring employees retain decision-making authority and don’t rely solely on AI tools.Alignment with Organizational Strategies: AI initiatives should be tied to long-term business goals. Feedback loops between HR, leadership, and employees help align strategies with organizational values while addressing concerns.Reskilling and Upskilling: Robust skill-building programs prepare employees for AI-integrated roles. Pairing data analysts with design thinkers or offering mentorship opportunities encourages collaboration and broadens expertise.Fostering a HCAI Culture: Transparency and inclusiveness build trust and drive collaboration between humans and AI. Employees should actively shape AI-related decisions to align leadership priorities with workplace realities. HCAI has been shaped by influential frameworks like those proposed by Shneiderman (2020) and Xu et al. (2023). You can read more here:Shneiderman, B. (2020). Human-Centered Artificial Intelligence: Reliable, Safe & Trustworthy.Xu et al. (2023). Transitioning to Human Interaction with AI Systems: New Challenges and Opportunities for HCI Profession.

Human-Centered AI and Roles of Human Resource Development

A true leader can operate even in the messiest settings, including vague requests, conflicting goals, and stakeholder disagreements. A good leadership training program effectively builds habits for handling uncertainty and complexity, without abstract explanations or long lectures. Here are four simple ways to develop a training program that does exactly that. What “Adaptive” Looks LikeWhile technical issues respond to strict procedures, adaptive leadership issues involve values, roles, and relationships within a team or an entire company. Some signs that you’re dealing with adaptive challenges include: Different teams or stakeholders define the problem and success differently (for example, sales reps want speed, while compliance experts want certainty).The data and current process don’t point to one solution; each option has a visible trade-off (cost versus risk, speed versus quality).Real progress requires changes in behavior or decision rights.4 Ways to Deliver Effective Adaptive Leadership TrainingTraining should prepare leaders to navigate these difficulties, test small actions, and adjust based on the impact of their strategies. 1. Start with one shared problem statement. Ask each leader to bring in a current work challenge. In small groups, rewrite the problem as two sentences: What you think is happening and why What success would look like within six to eight weeks Keep it specific with details on who’s affected and where the issue arises. This creates a clear target for measurable improvement.2. Use short, choose-your-path cases. Replace long slide decks with one-page cases that end in several reasonable options. Discuss trade-offs and alternatives instead of one “right” outcome. Pro tip: To speed up drafting varied scenarios and perspectives, use AI-powered course creators that can generate realistic customer, regulator, or employee voices in minutes. Keep each case short enough to discuss in 10–12 minutes.3. Practice difficult conversations in a safe setting. Adaptive work often stalls in conversations no one wants to have: reprioritizing, saying “no” or “not yet,” or naming risks. To practice these, run simple role-plays. Have two people talk for three minutes, with a third observing and noting what was clear, what was confusing, and offering suggestions on what to try next. Pro tip: Focus feedback on language, strategies, and impact, not on personality.4. Deliver actionable assessments. Tie the knowledge checks to real workplace challenges. Give each session one small application task for a leader to try. By the end of the week, trainees report back with a sentence plus a tiny piece of evidence (a number, a screenshot, or a link). Use the traffic-light model to track success:Green: Applied in real work and saw a positive impactYellow: Tried to apply but had difficultiesRed: Didn’t apply, or the application had a negative impactThis approach makes accountability visible. It allows you to easily discern and discuss what worked or didn’t work and why.Extra Tips on Smart Training DeliveryKeep sessions concise. Don’t run your training sessions longer than 90 minutes to avoid attention loss.Experiment with training session formats. Use this overview of types of training programs to decide what best fits your training flow, from onsite workshops and virtual cohorts to blended or self-paced courses.Use a simple toolset. You’ll need an authoring tool and an LMS that works as a shared learning space with progress-tracking capabilities. Two Major Pitfalls to AvoidToo much abstraction. Limit slides and move quickly to cases and role-play.Measuring completion only. Report weekly on tests launched, lessons learned, and early signs of progress. Run trainee surveys to see what participants liked and where they feel improvement is needed.Final Thoughts Adaptive leadership develops through practice on real work. Start with a shared problem, use short cases, rehearse key conversations, and make reflection and measurement routine. Keep the program simple and repeatable so that you can see progress right away.

Adaptive Leadership Training: 4 Proven Techniques Every Leader Needs

The days of one-size-fits-all or the one-to-many view are quickly becoming history. Education is being reimagined through the growing impact of artificial intelligence (AI) by making personalized learning a reality. Instead of learners moving at the same pace through identical materials, AI technologies provide educators and instructional designers with innovative ways to meet diverse learner needs. Specifically, AI enables the creation of custom pathways that encompass diverse learning preferences. AI can determine when a learner begins to disengage, either through intellectual struggle or boredom, and offer the right tool to keep them going. AI can make learning environments more student-centered, active, and immersive. It can also identify knowledge gaps before they become major obstacles and provide resources tailored to a student’s interests and learning preference. From the learner’s perspective, AI fosters motivation and mastery by providing customized learning pathways suited to individual strengths and challenges. Instant feedback features from AI tutors and chatbots further increase learner support by including personalized learning insights that allow a stronger sense of understanding of course content, helping them stay motivated because they are neither bored by material that is too easy or overwhelmed because it is too difficult. Breaking Down BarriersPerhaps most importantly, AI offers innovative features for accessibility by providing new tools. Learners with visual impairments can have text automatically read aloud. Language learners can get instant translations. Students with learning differences can receive content in formats that work best for them. The pathways for learners to get content the way they need is almost limitless. AI-driven progress tracking empowers learners to become self-aware. AI fosters a culture of continuous improvement that helps them understand their strengths and areas for growth, encouraging lifelong learning habits. AI also supports differentiated instruction by recommending tailored resources and activities based on a student’s individual learning pattern. Ultimately, AI innovations are reshaping education to become more dynamic, engaging, and learner-centered Navigating the ChallengesAs AI becomes more embedded within our practices, the ethical considerations of its use highlights concerns. Current AI ethical issues often include data privacy, algorithmic bias, identification of intellectual property, and transparency of AI use. For example, AI systems often rely on large datasets to function effectively and accurately. But who has access to this information? How long is it stored? What are the consequences if the information becomes available to outside sources? There is also the risk of algorithmic bias. Algorithms can unintentionally reinforce existing biases if not designed with equity in mind, potentially disadvantaging certain learner populations. Then there is the human element of teaching and learning as well. When using AI tools, we should consider how to implement inclusive design practices and regularly audit AI tools for fairness and accuracy. Educators must also be transparent with learners about when and how AI is being used in their learning experiences. Another ethical dimension is the risk of over-reliance of AI. While AI can streamline tasks and personalize learning, these tools should not replace a caring, empathic, and creative teacher. Essentially, responsible integration of AI requires that all stakeholders engage in an open and meaningful dialogue to develop guidelines and practices that promote equity, trust, and accountability. A Balanced FutureThe future of AI in education isn’t about choosing between teachers and AI. Rather, it’s about finding the perfect blend of the two. Educators are working to ensure that AI-driven innovations are developed responsibly and inclusively through engagement in conversations and policy decisions that prioritize equity, transparency, data privacy, and the diverse needs of all learners. This balanced approach allows for the further unlocking of AI’s full potential as a catalyst for transformative learning.Through the thoughtful integration of AI, educational spaces can become more adaptive, engaging, accessible, and efficient. It is crucial to balance the capabilities of AI with vital human qualities that educators bring into their classrooms. Basically, AI should serve as a powerful tool that amplifies human teaching rather than replace it. Ultimately, reimagining education through AI offers exciting opportunities to meet the diverse needs of contemporary learners and prepare them for the innovative workplaces of the future.

How AI is Transforming Education

Labor hours are the most valuable resource in frontline training.Operations only schedule the hours needed to get the job done. Labor budgets are often tied to metrics like sales, foot traffic, and production volume. If business slows, hours get cut. When demand spikes, managers scramble to cover shifts. Every hour must be justified. Only activities that help the team hit its numbers make the cut.This is why L&D is often told, “We don’t have time for learning.” Training is one of the first things to get cut.Managers understand the importance of a capable, confident workforce. They just don’t have time to spare for your learning solution. There’s also a good chance they’ve spent hours on past training that didn’t produce results.L&D can’t afford to waste time. Every minute spent in training is a minute not spent serving customers and completing tasks. If it doesn’t drive results, it doesn’t belong. Time is currency on the frontline and L&D must spend it responsibly.Here’s how you can train faster, reduce labor costs, and ensure every frontline worker is properly supported.Make info easy to findThe first thing every frontline employee should learn is how to use the knowledge base. This way, they can solve problems on their own. Curate helpful job info in a place that’s easy to access on the devices people use on the job. Then focus training on the hard stuff—safely operating equipment, resolving customer issues, and making good decisions on the floor.Don’t waste time on information people won’t remember. Leverage technology to provide them with quick, reliable answers in the flow of work.Skip what they already knowFrontline workers waste a lot of time on training they don’t need. Many come to the job with experience but are still required to complete every module. By using pre-assessments, you can skip what people already know and fast-track them through lengthy onboarding, training, and compliance programs.Adapt training to each employee so they only spend time on what they need to learn. Reinforce critical knowledge to ensure the right information sticks long term.Cut the fluffFrontline training is often packed with unnecessary details—lengthy intros, wordy slides, and lots of “what ifs.” This isn’t just a waste of time. It’s overwhelming for employees who already work in hectic, distraction-filled environments.Apply a microlearning approach. Focus only on what employees need to do the job. Get straight to the point in every video, module, session, and activity. Keep content short, clear, and useful so people stay engaged and get up to speed faster.Provide training guidesHands-on activities are essential in frontline training. Without structure, it’s easy to waste time on ineffective methods and unnecessary topics. This is especially important when you rely on managers and peers to lead training across locations. Clear structure keeps the process on track and drives consistent outcomes.Provide both trainers and trainees with guides outlining the process. Prioritize skills that matter most to day-to-day performance. Include a comprehensive assessment to verify readiness before someone goes solo. Hold trainers accountable for performance results as well as time spent in training.Earn time by proving valueThe frontline runs on a tight schedule. L&D must apply the right mix of tactics to keep up. Our goal isn’t just to cut labor costs. We must find ways to get people contributing faster to meet the needs of the operation.When we adapt to labor constraints, we earn the trust, buy-in, and time needed to make a real impact. This provides us with the opportunity to accelerate readiness, reduce disruption, and provide employees with right-fit support.Every minute saved through smarter training gets someone closer to delivering value for customers. That’s time well spent.

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