The importance of L&D in today's corporate environment is greater than it has ever been. Yet, the title of this piece rests on the premise that there is a disconnect between the L&D teams and the business.
Why this dichotomy?
First, let me justify the title. You might think that the title does not apply to you or your company. Possible? Of course. I have met hundreds of learning and development leaders and managers as part of my work and apart from a few exceptions, this disconnect is glaring - as daylight. So, you might be that exception.
This personal perception is backed by Linkedin's Workplace Learning Report 2017 which points out that only 8% of CEOs see business impact and only 4% see ROI of L&D.
It is even stranger to think that this is happening at a time when learning is becoming an integral part of a modern corporate. Most employees today need to continuously keep upping their knowledge and skills, not only for their own growth, but also because the business demands it.
Over long conversations with my L&D friends, I could summarize some differences between an L&D function that is connected to the business vs. one that is not.
So where on the scale of connection does your organization lie? Do send in your thoughts, bouquets and brickbats to email@example.com.
Large organizations have hundreds and thousands of employees across tens of cities who are always on the move. Though there was always a need to use digital training for such a deskless workforce, most companies still persisted with doing it through instructor led programs.
You have planned a two-day training with the greatest trainer in the country and pulled your most expensive employees out from work for the training. And then you find yourself wondering how to overcome the nightmarish phenomenon of the Forgetting Curve depicted by this graph?
Agents need to be trained on specific products and processes in a specific timeframe. As a result, the training setup needs to be flexible to accommodate all of the following