4 Questions L&D Leaders Should Ask

December 10, 2014 - 4 minutes read

“Our people are the difference. They are key to creating wealth for our organisation. Without these people nothing happens. They are much too valuable to lose,” said Jason Simeon, Head of Learning UK at Selex ES.

4 Tips for L&D Leaders

Jason was one of the key note speakers who shared his experiences with a select group of SME senior L&D and HR professionals at the first GLAD learning seminars. The Oslo and Stockholm events focused on current issues facing L&D teams and the techniques organisations are using to solve them.

Below are 4 of the most important questions that were addressed. Diving deep into these questions and rethinking the approach and practices of the learning team is critical to creating value for the organisation.

1. How do you get internal support for learning?

There are limited resources in every company.  Gaining additional financing can be hard, and budget cuts even worse.  Are you making use of negotiation tactics? Can you break the initiatives you believe are important into separate parts? Consider the situation where the company is going through an acquisition and needs to onboard hundreds of new employees.  What steps are involved? What is the risk and associated cost of skipping a step and not having a proper change process?  Perhaps changing the perspective and expectations can show that the budget isn’t unrealistic when compared to the cost consequences of doing nothing.

2. Do you talk the language of business?

The power of communications goes a long way in gaining respect and credibility. While pedagogic skills and instructional design are at the heart of good learning, words like sales, orders, costs and profit generation dominate in the board room.  When stakes are high, consider putting L&D activities into terms of ‘risk’ or ‘productivity’ management.

3. Is the technology in place to support the increasing rate of change?

The faster the business environment changes, whether it is increasing competition, faster time-to-market, or increasing gender gaps, the more urgent the need to create a technology platform that will help the business adapt. Is the data needed to make decisions about employee skills and performance readily available?  Are there tools available to help managers, line managers or subject matter experts take ownership and create their own knowledge transfer content rather than waiting on others?  Can analysing the way things have been done previously shed light on what to do going forward – and what to avoid

4. What techniques can you use to make your next learning programmes more effective?

In today’s digital world, employee expectations for structured online learning are rapidly increasing. Age old techniques like storytelling and scenarios must still be used to create good learning, but the number for formats and channels is increasing while attention spans are decreasing.  Some of the courses that get the most excitement are those that cleverly use games or simulations. Can the stakes in the game get higher or the challenges increasingly difficult to keep learners engaged? Is social media being used to share results and enthusiasm? Are courses being localised to make sure that people can identify with them?

Which experiences have worked for you in addressing these questions? What hasn’t worked?  Join our next seminar in October and take part in the discussion. Follow us here or on LinkedIn for the seminar invite or let us know your email so we can personally send it to you.

Best regards

The GLAD team at Gavisus