7 Changes that I would suggest as a Global Head of Learning and Development

I was asked to write an article as part of my CIPD Level 5 L&D qualification and it turned out to be one of the most interesting and thought provoking exercises. Personally, I have a lot more innovative changes in mind however, I had to limit my list to 7 top changes that I would suggest as a Global Head of Learning and Development. I'm happy to share my thoughts with you (in no particular order) and welcome your feedback.

1.      Delivering Value not Volume

Delivering value to the business to be at the heart of the L&D function. The first step in the process to be level zero where we identify the key metrics and stakeholder expectations. The learning strategy, objectives and deliverable will follow in line to deliver value to the business.

2.      Learning Virtually, Whenever, Wherever

Instead of investing in a fancy learning management system, it is time to put the human back into human resources by building a virtual learning environment. The L&D function should champion it by embracing the change and ensuring that we keep trying till we succeed. Having a great platform to deliver learning programmes virtually is as important as an LMS. It is nothing new for L&D professionals however, the scale at which we will be leveraging it, is indeed. This will truly be global and mobile.

3.      Developing Leaders as Facilitators

One of the great ways of building a culture of continuous learning is to drive the development initiatives internally with the help of leaders within the organisation. As a L&D function, we should build and groom a pool of internal facilitators who will participate in the design, development and delivery of learning programmes. They are line managers and subject matter experts who need coaching and guidance in facilitation. This helps in building essential leadership skills too. A reward system will be established to appreciate and recognise their contribution.

4.      Personalised Learning Plans

The individual development plans are not about the L&D priorities but, individual aspirations. The big role which the L&D team will play is in terms of curating personalised development plans setting out to deliver on the business objectives as well as the aspirations of the individual employee. Involvement of the learner is the key and L&D acting as curators than creators. 

5.      Learning Journeys 

Engagement, retention of learning and application of learning are the general measures of success for an individual, teams, organisation and the L&D function. Nothing meaningful is achieved by a one course or a programme but, learners seek a mid-to-long term vision for their learning and how it is linked with their professional growth. Designing learning journeys to be the key L&D offering delivered in a blended learning approach making it engaging and exciting for the learners.

6.      Regular bite-sized learning instead of occasional learning feasts

Size doesn’t matter whether big or small, what matters is the outcome. A big feast or a meal may not be healthy in the long run however, eating in small portions is digestible and good for well-being. We need to put together bite-size modules, programmes or courses which are delivered at regular intervals as part of a learning journey. Whether online, face-to-face virtual/in person, on a mobile device or via emerging technologies and channels these small chunks of learning programmes are convenient for the business and very supportive in sustaining a culture of continuous learning.

7.      Upskilling of L&D practitioners 

The new age L&D function is set out for Upskilling of people: Supporting the expansion of people’s capabilities and employability to fulfill the talent needs of a rapidly changing organisation and the economy as a whole. How do we do it? Primarily, L&D leaders need to upskill themselves by identifying the skills and learning technologies most valuable for the future and putting together their own plan of learning or continuing professional development. This will help in being more self-aware which is key in establishing Upskilling initiatives for other learners within the organisation.