The Evolution of Learning & Development Strategies for Organizational Success
Pash Reddy, from S&P Global and Steve George, from CIPD, presented a webinar on “Rise Up” Camilia Miccolis, Country Director for UKI & NL examined New strategies to ensure L&D produces measurable results
Learning and Development (L&D), also known as employee training, is one of those aspects of management that moves quickly but gets little attention. It’s possible that it’s difficult to do well, and even more difficult to measure. By its nature, training is an intangible idea with many moving parts. Its effectiveness can vary dramatically from one business to another. How is training delivered? How are data collected and reported? What are the metrics that determine its success?
A study by Accenture found that the average return on training investment (ROI), is an astounding 353%. This means that for every dollar invested, $4.53 will be returned. This is one way to look at it. For every voice that extols the benefits of L&D, there are many others who say that ROI is a dead metric because L&D simply is too difficult to quantify and assess.
Whatever your position on the L&D debate, it is clear that L&D goes beyond training, onboarding, and retention. It is essential to ensure compliance, to drive change and transform, to onboard new starters and drive retention, and it’s important for the individual as well as organisation.
The Shifting Sands Of L&D
L&D is no longer just about training. It’s now seen as a key contributor to the success of businesses. Steve George, the Head of Learning for CIPD, believes that L&D has evolved to focus on skills development over short-term training. This shift, according to his experience, reflects an increased emphasis on continuous education, where employees develop capabilities that are adapted to their career goals and organisational objectives. Aligning L&D goals with business objectives helps businesses boost employee competence and gain a competitive advantage.
The L&D team must also be agile and responsive. They need to move beyond the traditional course-based learning model towards a more unified approach. George highlighted how employees today are more likely to seek out knowledge independently–whether through online platforms or collaborative tools. The L&D team can focus on strategic initiatives to support the organization’s vision with this self-directed approach. In an environment where rapid skill acquisition has become essential, L&D now needs to provide an environment which encourages employees develop relevant skills at a pace that suits them, while aligning these efforts with the company’s larger priorities.
Achieving Buy-in at the Top
Pash Reddy, of S&P Global, said that securing leadership buy-in is crucial for any successful L&D strategy. Reddy said that aligning L&D objectives with the organization’s overall goals is crucial to demonstrate value to senior managers. L&D programs risk being marginalised if they are not connected to the overall business objectives. Reddy said that by presenting L&D programmes as drivers of productivity and retention, business leaders will be more likely to understand its direct impact, which makes it easier to win their support.
Discussions also covered practical ways to achieve this alignment. These ranged from regular communication with executive teams, to highlighting the results of specific learning programs. Reddy said that using clear metrics and success cases can help prove the effectiveness of L&D. L&D leaders who position their programmes to solve business challenges, such as filling in skills gaps or improving performance, not only increase the chances of receiving funding but also elevate L&D as a strategic partner.
Metrics That Matter
It is important to measure the impact of L&D in order to secure long-term support. This often means going beyond traditional metrics such as completion rates. Camilia Miccolis, Rise Up’s very own Camilia Miccolis, highlighted the importance to track “time-to skill” and skills acquisition rates in order to determine how quickly employees are able apply new knowledge within their roles. These data points enable L&D leaders demonstrate the effectiveness and efficiency of training programmes by showing how employees progress, and how these advancements contribute towards broader business objectives. Focusing on tangible results helps organisations better understand their L&D investment and can make a convincing case for continued support.
Miccolis spoke also about the role AI plays in making these metrics accessible. AI-driven systems track individual learning journeys real-time. This allows L&D teams the opportunity to gain insights that are difficult to collect manually. This technology helps companies see which learning methods produce the best results and adjust their programmes accordingly. L&D, by focusing on strategic insights rather than just training, can become a valuable resource that helps decision makers and supports a data-driven strategy.
The Impact Of AI
Artificial intelligence, like many other industries, is changing the face of L&D by providing highly adaptive and personalised learning experiences. Miccolis explained that AI allows for customised learning paths to be created based on the employee’s performance, progress and skill gaps. This allows organisations to replace generic training with content tailored to each individual’s needs, instead of a one-size fits all approach. AI can increase employee engagement by delivering real-time training that is relevant to the learner’s role and goals.
Reddy stressed that AI has the potential to go beyond just content delivery. It can also provide critical data in order to understand and optimise the learning process. AI tools can identify which content is most effective, and where learners may need extra support. This feedback loop will improve the quality of L&D programs. This technology reduces manual tracking and streamlines the administration of learning, allowing L&D professionals more time to focus on strategic initiatives. AI-driven L&D is a great way for organisations to maintain their employees’ skills and engagement in a world where fast learning and adaptability are essential.
Building an Culture of Learning
It is important to create a learning culture as well as the delivery method. Reddy explained how a culture of learning not only enhances employee performance, but also aligns it with strategic goals. She stressed the importance of initiatives which promote continuous learning such as setting aside “protected” time for training. Organisations can demonstrate their commitment to professional growth by encouraging staff to devote specific periods of time to developing skills without interruption. This will increase motivation and satisfaction at work.
Steve George said that to build this culture, leaders at all levels must be involved. Senior leaders should set an example by prioritizing learning. He suggested that senior leaders take an active role in training programs, demonstrating the importance of development to others within the organization. L&D can be embedded into daily activities by promoting peer-topeer learning, mentoring and other forms of L&D. By cultivating an environment in which learning is valued, and is visible practiced by the organisation, it can help to create a workforce that’s both skilled and prepared to face future challenges.
The first time HR News published the article AI for Learning & Development.
