Practitioner Tips from the CIPD L&D show
- What does L&D need to let go of?
- How do we improve credibility with business leaders?
- How do we move to a more customer activated strategy
Here’s what they came up with:
What do we need to let go of to move on?
- Move away from one-shot events, perhaps plan a campaign of learning or break it into chunks. Remember that learning is a process
- Drop the order taker attitude – you’re there to improve performance not just provide courses
- Don’t worry about keeping up with trends – the most important thing is to stay relevant to your learners
- We need to rid the reliance of ‘one or the other’, a blended approach of F2F and e-learning helps, but we also need to ensure we go where the needs of our learners are
Let go of one size fits all
- One size doesn’t fit all – so make the programme fit the need rather than the policy
- Get out of your comfort zone – just because something has been done for years doesn’t mean you can’t rethink it and change it up. In other words – you don’t need to be afraid of new things
- The attitude of ‘We are the experts’ doesn’t apply anymore. Outsource if you need to, and use subject matter experts where you can
2) How do we improve business credibility?
Open up a conversation
- Communicate with senior stakeholders. Be curious about the business – show you want to know more and ask questions
- Use the language of business, discuss KPI’s
- Use evidence such as benchmarking to build a business case – Use insights from data and turn these into actions!
- Understand challenges faced by business. Stay close and see problems from their point of view
- Adopt a performance consultancy approach – ensure the L&D Strategy is aligned to business objectives and be proactive. When measures are agreed, ensure you meet expectations
- Identify how to demonstrate tangible results, measure what matters, not bums on seats
- Consider involving business professionals with L&D experience in the process
Define your value
- Focus on your job to retain and develop business talent
- Have a conversation. Ask for information on the direction the department needs to go
Build your skills
- Shadow people, consider working in different departments so you really understand the context of business problems
- Understand the relationship between learning impact and business improvement!
3) How do we move to a more customer activated strategy?
- Identify your customer, who are you creating the learning for and why? Be a journalist and ask the questions that matter
- Start with the end goal in mind and work backwards, what do you want to measure? Where do the learners fit in with this?
- Create steering groups with all stakeholdersl In one group working together to achieve common goals This is a great way of facilitating collaboration as well as encouraging learners to see problems from different points of view
- Crowdsource – think about what learners really want and involve them wherever you can
- Speak a common language, know the language of your learners and don’t confuse them with jargon
- Keep those connections with business and ask them to evaluate how they think the learning is going, are they seeing results? Is it meeting their needs?
- Be agile and work at pace! If you want to try out a new way of working just do it. Mistakes are okay as long as we learn from them
- Rethink training delivery – chalk and talk, espresso sessions, toolkits. Be creative, appealing and engaging. Thinking like a marketer can help you create engaging content and campaigns to really appeal to your learners
- Incentivise- always ask yourself the question ‘So what?’ when designing your learning
- Manage expectation in L&D, if we say we are customer-focused then we need to deliver what they have asked for
- Return on Engagement can be much more effective than Return on Investment as a way of measuring impact
Benchmark Your L&D Strategy
At Towards Maturity, we have identified six workstreams that characterise successful, high performing organisations. From these workstreams, we have developed a common framework of effective practice.
Benchmarking against that framework helps L&D pinpoint the strengths and weaknesses of their own organisation, work out what needs to change and map out actions. In short, the Towards Maturity Benchmark is a structured framework that helps learning leaders under pressure identify the actions that will bring tangible results in the workplace. It helps you to work out how to get from A to B!
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