Help your team to realise that learning in the flow of work is where L&D is going and that it’s about the work and not about learning in the way that L&D have traditionally delivered it.
By being clear on outcomes, you become focused on supporting the organisation with something it cares about; increasing L&D’s currency; and doing things that matter. You also know what measures you’re monitoring to ensure you’re doing the right things.
Technology has been commonplace in L&D for decades but in an age in which digital is transforming organisations – and even industries – L&D is falling behind in both its approach to – and adoption – of modern tools.
L&D have to stop this silliness of working on something because we’ve been asked to – or because it’s the latest thing. We need to invest up front in understanding what’s really going on and relying on data to make decisions and progress.
Outsourcing ‘digital’ and not investing in your own digital know-how will put you at a significant disadvantage – and over-reliance on one system will prove to be counterproductive.
Misalignment occurs as soon as we translate ‘business needs’ into ‘learning needs’, which is usually right at the very outset of our conversations with stakeholders. But why do we do this? Because we’ve always done it…
These three steps will help us to gain a new level of credibility and impact far beyond traditional expectations of Learning & Development.
‘Digital’ may seem unattainable, and almost alien, to a lot of L&D, because we’re so used to using technology in service of our programmes. But it’s actually easier, cheaper, faster, and better.
It doesn’t matter if you’re e-learning is animated, ‘fun’, interactive, or that you get points for completing it (yawn). If it doesn’t solve a specific problem that you’re people – or distinct groups of them – are experiencing then it’s extraneous.
f we scaffold and support actual working, we recognise how people truly learn and grow at work rather than continue the belief that people learn best in classrooms