Learning and development

1. learning and development has
changed dramatically.

2. Not only have the function’s objectives become more aspirational, but the
Way it influences the business also has increased in scope and complexity.
Two things are clear:
1) L&D no longer is synonymous with training courses,
2) and the function needs to thoroughly evaluate how it can be an effective
Driver of the organization’s necessary evolution in the new work
environment

3. In one of the researches it is found that the rate of change affects the relevance of
learning solutions. In 2012, 63 percent of employees reported that they had
experienced more change in the prior three years than ever before.
This frequent organizational change is problematic because high-change
environments render established work processes less relevant to new goals, which
CEB research shows decreases employee performance by as much as 10 percent.
In the new work environment, L&D must do more than equip employees to apply
their competencies to existing work; it also needs to enable them to apply them in
situations that are new and unfamiliar.*

4. This integrated, enterprise-level view of workforce capability is blurring the lines
between learning, engagement, and performance.
By transitioning from the “provider of learning” to the “architect of continuous
development,” L&D can focus on improving short- and long-term enterprise-level
performance.
While it’s natural to target client satisfaction, it’s not the only—or even the right—
outcome for L&D to focus on. Nor is it sufficient to focus only on driving employee
performance, which is often the goal of performance consulting.
L&D’s internal customers want, and increasingly expect, it to drive business impact.
Unsurprisingly, crafting an effective L&D strategy is hugely important, but of even
more importance is the capability of L&D teams—after all, the ability to define
and deliver on strategy rests with L&D professionals.

5. From high-quality service to proactive influence. Although L&D staff have been
honing their technical expertise in light of evolving learning channels and
technologies, about one-quarter of L&D professionals are true “learning advisors,”
guiding the business to best-fit learning initiatives rather than just responding to
requests for training.
These learning advisors affect business outcomes by using their L&D and business
expertise to proactively influence talent and business decisions.
By adopting a consistent approach to performance consulting and working
together to develop this important capability HR and the learning function can
provide more responsive solutions that provide flexibility and impact. The
consistent approach can also help position HR/L&D as a strategic function and
trusted business partner.