On June 18th I responded to Michele Martins thoughts, That post needed more elaboration, which has been supplied by Charles Jennings’ post. This is about my suggestion #1: Strategy must play a stronger role where learning is part of the organizational narrative not just an afterthought. Jennings excellent post suggests how to go about supporting a vision of learning and development (L&D) as a strategic business tool in 5 basic actions:
1. L&D departments need a strategic departmental vision, aligned with the organization’s strategic vision and priorities, and supported by an appropriate model of governance that includes senior business leaders. The following graphic is an example of a governance structure from Jennings Blog:
3. Integrate frontline managers into all aspects of L&D. The managers are the point at which learning must take place or it is likely to be ineffective. Jennings draws on the information from the Corporate Executive Board/Learning & Development Roundtable in this graphic to support his view:
3. Embrace Innovation (such as social media and informal learning trends). This would also be supported by fostering a creative environment. My previous post on Supporting and Developing Creative Environments has much relevant information.
4. Use technology and tech tools in innovative ways. Don’t just put course work into technological forms, but use technology to rethink learning experiences
5. Develop internal departmental capabilities and skills such as consultancy skills, (communication and skills in leading and persuasion), a deep understanding of L&D contexts