As mentioned above, depending on the size of the organisation responsibility for learning and development could sit with a variety of stakeholders. However, in most organisations the day to day delivery of L&D will be part of the HR remit, whether that is as part of a dedicate L&D team or as part of the responsibilities of a smaller generalist function. HR professionals should therefore be considering the following when it comes to L&D:
Define your measurable goals – Setting goals is essential for having effective L&D. It is also important that these goals are measurable so that you, the individual and the organisation’s leadership can see tangible benefits for the investment in learning and development.
Get leadership buy-in – Having your senior and mid-level leaders are supporting your L&D activities will not only make it far easier for you to get initiatives adopted but will also ensure you will be aligning learning to the wider goals of the organisation and filling any know skill gaps in the workforce.
Identify activities that fit best – Knowing what motivates your employees and where the key areas of improvement are in the organisation, will mean you can pick activities that will get great engagement and deliver tangibly results in important areas for the business.
Create a varied programme – One-size is very unlikely to fit all in L&D, don’t be afraid to try a variety of activities to find out what works. Use performance data and participant feedback to guide the make-up of your programme in the future.
Think about employee wants and needs – Building a strong alignment between the overall goals of your L&D plans and the personal development plans of employees will make activities more effective. Getting this alignment right will make participants in activities more invested, generating better results and improving the future development potential of teams and individuals.
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