Organisational performance has always been a top priority for senior executives; top learning and development (L&D) departments recognise the importance of aligning their activities to support the strategic aims of the business.
So what makes the difference between an average performing L&D department and one that is regarded in high esteem across the organisation? These are our suggestions based on our experience of working with senior teams and their learning and development functions.
Great L&D departments:
are clear about the role they play in the organisation
There are different organisational models for an L&D function and it is important that the team know exactly where they sit and what their role is in the company.
Is the function devolved with trainers and L&D advisors out in the business? If so, what are their corporate responsibilities and reporting lines? How do they get an understanding of how their function or unit fits into the bigger picture?
Or is the function centralised offering an internal service to the rest of the organisation? If so, how do they ensure they are up to date with the real business issues and opportunities at a functional level?
really understand their business and the challenges it faces
This is linked to the point above. Credible L&D teams really understand the business challenges and what is needed to support organisational, team and individual performance. They 'get' the culture and consult with people within the organisation to make sure the learning interventions will deliver what is required. Their plans and recommendations are clear and demonstrate how they are aligned to the organisation's strategy and culture.
keep abreast of what's happening in their industry and in learning and development practices
They keep an eye on external influences that are happening in their industry and on L&D as a whole. What are the latest trends, opportunities and threats? How will the economy, new technology etc impact on how training and development is designed and delivered? Where does their own organisation sit in terms of what the competition is doing to develop their people? What does the latest research say on learning and development in their areas of interest? (We have some useful resources on our website e.g. our LCP research page and blog on Technology and L&D).
work hard at building their brand and establishing good relationships with key stakeholders both internal and external
Great L&D teams appreciate the importance of building close relationships across the business and have influence with senior teams. They tailor their communications and make recommendations that address real business concerns, in effect they act as internal consultants and business partners. They are not afraid to ask the organisation for feedback on their performance and make adjustments as required.
constantly monitor, measure and review what methods are most effective
One of the ongoing debates in L&D is how to prove ROI and identify the most cost effective way of meeting learning needs Senior management teams have finite resources and want business justifications for spend, so they look to the L&D team to provide a business rationale for the investment. Great teams consider this at the design stage and know the right metrics to use to monitor the effectiveness of different methods; they then learn from this information and build it into to future plans and design.
deliver appropriate, just-in-time solutions
As L&D professionals ourselves we appreciate the value of learning for its own sake but in today's harsh climate most learning interventions are delivered to meet a specific need in the organisation. Learning and development activity takes many forms and great teams will review and assess the most appropriate delivery methods in line with the strategic objectives, operational constraints and budget considerations.
They will also prioritise and deliver activities at the optimum time so that information and skills are retained and can be easily transferred and embedded into normal working practices.
align L&D activity to other high performance working practices such as talent programmes and performance management
Learning and development plays a big part in the overall success of any organisation but on its own can only deliver to a limited extent. To really make a difference it needs to be integrated into high performance working practices where the sum of the whole is greater than its parts.
work on their own development and ensure the team has the right skills, knowledge etc in place
There have been many changes in L&D in recent years with the growth of e-learning, coaching, blended learning and social media and great L&D practitioners will make sure they keep abreast of what's out there and how useful it can be to the organisation in terms of improving performance, reducing costs and building capability.
They also build networks with other L&D professionals and have the knowledge to act as consultants and 'expert' advisors to key stakeholders both within and external to the business.
develop and communicate a well researched strategic plan
Finally, great L&D departments will produce robust strategic plans based on all of the points above and will be able to clearly communicate its benefits to the long term success of the organisation.
If your inhouse L&D team needs consultancy support, LCP can offer a high quality and bespoke solution - see our website for more information or don't hesitate to give us a call on 01273 707404 to discuss your needs.