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Learning & Development for SMEs - Part 3 - Leadership

 


A business cannot become one in which learning is continuous and part of the business culture without direction and support from the top down

Understand your company needs

Ask yourself a question: Does L&D speak the same language as the business?

Every department has its own language, buzz words, terminology and we within learning and development as guilty as everyone else. So instead of talking to them about 70/20/10 models, Kirkpatrick evaluations, working out loud or blended learning speak to them in language they will understand. Likewise, learning a little bit of their language and embedding it in your L&D dictionary will go a long way to building mutual trust.

We have, as L&D practitioners, historically been focused on “Event” learning. In the world of the business executive the type and number of courses run is to some extent irrelevant. That is why we need to change the way we think; to look at L&D through “executive” eyes and start concentration on performance and goal attainment.

The Role of management

First and foremost, and probably a step that all L&D professionals know but tend to avoid is “Talk to the managers”. This is very simplistic, but to gain support and buy in management as a group need to be aware of the importance of their role in the organisations Learning and Development strategy. Make them intrinsically involved and ensure their contributions are valued. If people feel valued, they will inevitably become concerned and connected to the outcome. This is about creating total buy-in from start to finish.

Schedule regular meetings with line and departmental managers. Understand the business and the challenges they face. Then when you propose learning solutions or programmes, they can be focused on real business needs and not on learner desires.

Engaging the Work Force

Why is the workforce disengaged? Are you delivering solutions that have a real impact in a way that encourages learners?

Connect with different audiences within your organisation to answer the question, “What’s in it for me?”, no matter who is asking. It’s created by showing your learners the benefits of engaging with your training and following up with extra ways your learners can get involved, as well as the advantages of doing so.

Work with HR or Talent management to develop career pathways and associated learning curriculums.

By understanding learners as individuals and showing how engaging with your training helps them, you can not only improve your learners’ performance on the job but also how your L&D function is perceived across your organization.

Next tine; Part 4 - Implementation

If you would like to read the eBook on which these blogs are based please go to  An SMEs Guide to L&D for your free copy.

Les Heath
Senior L&D Strategy Implementation Specialist
07847 540 536




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