A survey of over 700 Learning and Development leaders from around the globe has revealed four key strategies for 2019 that will help you to implement your organisation’s training goals.
With digital transformation disrupting traditional learning methods and organisational culture, Learning and Development (L&D) leaders have a unique opportunity to add strategic value to their business. The question is, where to start?
In order to achieve true and lasting transformation, organisations need to take it one step, one stage at a time, says Piers Lea, chief strategy officer at LEO and Learning Technologies Group plc.
“You need to start by taking baby steps and monitor where you are,” says Mr Lea. “The idea that businesses can make step by step progress is key. You document where you want to get to, take small steps and track progress. That needs to be deeply embedded in the strategy.”
After parsing feedback from over 700 L&D leaders from around the globe, learning analyst service providers Towards Maturity reveal four effective combinations of actions, tools, and strategies to implement effective training goals.
1. Optimising training
This stage looks to bring efficiency to the training process—increasing choice and volume and improving the administration of learning.
For most companies (70 per cent in one survey) the ‘go to’ method is still classroom training. Nevertheless, companies that implement online e-learning and social learning platforms are better able to track a learner’s progress, improve worker compliance with new regulations, and lower training costs and course delivery times.
2. Taking control
This step involves helping learners shift from taking orders to taking control, to aligning training with core business goals and improving employee engagement.
Making decisions on behalf of learners does not lead to better engagement. Learning occurs best when managers empower workers to develop a sense of ownership in their roles.
L&D leaders can offer professional skills training, join external networks and professional bodies, and keep up-to-date with the latest industry developments. This will have the knock-on effect of improving worker’s business acumen, and communication and negotiation skills.
3. Letting go
This means shifting the focus to learning in business and the wider environment, not just in the learner’s traditional role.
Learning leaders also evolve from delivering L&D content to facilitating it, often from external, especially online sources.
In doing this, trainers need to encourage learners to take risks, make mistakes, and work out loud promote sharing, progress, and recognition. They encourage learners to think in terms of what will deliver strategic value to the business.
Doing these things also breaks down barriers between traditional HR and business management.
4. Sharing responsibility
Successful organisations realise that business and learning leaders need to share responsibility for the way their organisation continues to adapt and learn.
This means they work together to identify the business outcomes learning must target, and they both support the learning process. They recognise their mutual accountability for learning and growth.
They aim to equip their business for continual change and growth.
Learning leaders are on a journey but they are working with businesses to deliver common goals.
They optimise their training processes, take control of their relationships and technology, facilitate external training that enlarges a learner’s industry view, and share responsibility with business leaders to create a culture of continual learning.
Leaders that embrace these steps are better equipped for change and ready for the next stage of transformation, whatever that might be.