Shifting the Perception of L&D from Cost to Contribution
Starting with the results is a fundamental principle that can significantly impact the effectiveness of a company's learning and development strategy. The stark statistic from McKinsey & Company, reveals that only 40 percent of companies align their learning strategy with business goals. This highlights a critical issue in the corporate L&D landscape.
When learning and development operates in isolation from the overarching business objectives, it creates a poor perception of learning. The danger lies in the inability to demonstrate a tangible impact on the business, resulting in the perception of the L&D function as a mere cost center. This undermines its strategic value and potentially hampers organizational success.
The crucial first step in any training plan should be business alignment. It's imperative to establish clear connections between organizational goals and individual/team objectives. By doing so, the training plan can be tailored to not only develop skills but also to directly contribute to the attainment of these defined goals. This approach shifts the focus from generic training to targeted initiatives that align with the company's strategic vision.
A key aspect of this alignment is resisting the temptation to accept ad-hoc training requests that do not directly contribute to the skills required to achieve the desired business outcomes. By staying disciplined and focusing on the skills relevant to organizational success, L&D professionals can ensure that every training initiative adds measurable value.
Building a training plan around business results serves a dual purpose. Firstly, it allows organizations to track and measure the impact of learning initiatives on the achievement of strategic objectives. Secondly, it positions the L&D function as a strategic and indispensable partner rather than a reactive service provider or order taker.
This approach transforms L&D professionals into true consultants, working collaboratively with business leaders to identify skill gaps, define training needs, and align development programs with the broader organizational strategy. By starting with the results, L&D becomes an integral part of the business strategy, fostering a culture of continuous improvement and demonstrating a clear return on investment. This strategic alignment not only enhances the effectiveness of training programs but also elevates the perception of the L&D function within the organization.
