Business unit managers have a direct impact on their employees. However, Learning and Development (L&D) and Human Resources (HR) teams often have a broad reach to help people develop the right skills and follow new processes.
The scale and reach of HR/L&D functions often pose a challenge to quantifying the impact of the role. For example, HR/L&D practitioners struggle to create modern learning experiences to equip employees with the right knowledge and skills that enable measurable behaviors to create value for the business. We often see this situation in new or emergent business models.
The Human Capital Institute recently explored the current state of organizational learning and development. Through their research, they provided recommendations to move L&D from a siloed function to a more adaptive and measurable operating model. This model is designed to ensure consistency of outputs, elasticity to meet demand, and scalability to reach and help more employees with more advanced learning services.
When re-thinking how to serve sales leaders, it's essential to examine perspectives from both L&D providers' and their internal customers. It's also important to look at the individual and organizational capabilities that hinder the effectiveness of the learning function and limit the potential of L&D as a strategic partner to the business.
In the HCI study of over 200 organizations, here is what they found:
Sixty-one percent of L&D providers report they have changed L&D structure and operations in the past two years.
Providers and customers of L&D both see room for improvement in the L&D function.
Although aligned in many areas, providers rate classroom training as more effective than did L&D customers.
Most often, L&D is a specialist team reporting to the HR function.
Low-performing organizations are more likely to have their L&D team reporting to business unit leaders compared to high-performing organizations.
Instructor-led classroom training is the most common delivery method, but on-the-job training is rated the most effective.
High-performing organizations are maintaining the status quo for the number of classroom training, while low-performing organizations are increasing the number of them.
Three-fourths of L&D providers say realistic training environments are critical, but only half say they are currently available in their organizations.
High-performing organizations are up-skilling L&D team members and investing in technologies while low-performing organizations are increasing their staff and budget.
Better measurement skills and a deeper understanding of business strategies are the top two skills reported as essential for L&D teams.
The most common metrics assessed by L&D teams relate to effective/attitudinal and employee engagement. Still, frequently, these are not tied to business outcomes.
Find out more at the HCI website at www.hci.org
About Growth Matters Growth Matters is an international business founded in 2011. This consulting and services organization focusses on the development and practice of sales management and sales enablement. Our team of world-renowned experts spans the globe enabling businesses to improve sales conversations through services and solutions aligned to sales strategy. Charlotte, NC (USA) is the headquarter of our Americas operation. With dedicated offices in South Africa (EMEA), and Sydney (APAC), we regularly facilitate senior-level workshops in 17+ cities in countries. For more information on equipping sales managers, and aligning to sales leadership, contact the Growth Matters team at http://www.growthmatters.today
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