13. Organizations that have thrived through control
are now struggling with ‘continual learning’ which
needs people to be curious, ask new questions and
feel ‘safe’ to try. So the goals, strategies and tactics
around L&D should recognize and help to enable this
14. Most organizations over-focus on individual
performance and individual education. This is a
problem because the biggest impact on an individual’s
performance is the system they are working in - which
we don’t spend enough time understanding and
15. There is a vicious cycle: L&D teams trying to fix
problems caused elsewhere (upstream), whilst L&D’s
approach is undoing improvements coming from
other parts of the business. We need to join things up.
16. People have different expectations of employment
now - of their boss, of the ‘purpose’ of the organization
and of the contribution they expect to be able to
bring. The approach to learning needs to reflect and
support this - or they’ll take their ideas and potential
17. Having the right ambition and infrastructure
around continual learning is increasing ‘table stakes’
for new hires. (See above).
18. Training only works when we have all the answers;
(think of the old ‘factory’ model). Increasingly this isn’t
true for complex businesses that need new ideas to
19. When we focus on training solutions we inevitably
create ‘success measures’ that reinforce the wrong
things - attendance, completion, compliance. These
don’t help us to understand if the work is improving.
20. The training part - effectively getting people to
understand and then comply - used to be hard and
therefore valuable and differentiating for a business.
This part is now easy because of the internet. The
hard, valuable and differentiating part now is creating
an environment where people can think, work and
learn together effectively to enable growth.
This article first appeared here.
Paul Jocelyn, FLPI, is Director of Jocelyn
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20 Insights On Why Organizations Should Change Their Thinking Around L&D
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