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Inside magazine issue 12 | Part 03 - From a corporate perspective Building an appropriate business case and a clear roadmap to the ensuing learning transformation and execution of the new strategy can be key not only in achieving a greater investment impact but also in promoting the buy-in of senior leaders, who typically challenge HR to be fact-based and cost-conscious. Aligning enterprise learning strategy with business strategy As maintaining and growing talent becomes an increasingly important priority, companies have started looking at learning and development as part of their overall strategy rather than as a small subset of the HR department’s role. The most successful HR organizations have distinguished themselves by successfully aligning their learning and development strategies with business objectives. This has enabled the development of programs that: •• Rationalize spending on learning and optimize the use of the organization’s human capital •• Streamline and outsource operations and simplify the technology landscape •• Focus on the learning programs that offer the best return on investment (ROI) •• Contribute to shaping skills and behaviors that reflect the company’s strategic direction and help drive it toward its growth objectives •• Increase the learning impact not only globally but also locally, developing specific strategies to support, for example, key business lines or units To reap these benefits and unlock the value of learning and talent, it is important to understand the business drivers and the forces affecting the overall organization and identify the potential limitations of the current learning strategy, operating model, governance, resources and learning offering. Different business contexts (e.g., changes in the regulatory landscape, mergers and acquisitions, global expansions, etc.) provide different opportunities to align the learning strategy and ensure that the L&D function is focusing on the right problems, with the right resources (i.e., time, money and people). Building an appropriate business case and a clear roadmap to the ensuing learning transformation and execution of the new strategy can be key not only in achieving a greater investment impact but also in promoting the buy-in of senior leaders, who typically challenge HR to be fact-based and cost-conscious. Optimizing operations and enhancing ROI While many organizations already spend millions of euros on training, most lack any significant insight into how exactly this sizeable investment is spent or what results, if any, it delivers. The most glaring factor contributing to this opaqueness is the fact that the L&D function is not treated in the same way as other parts of the business; our research and conversations with clients show a surprising lack of discipline and structure within the training function at many companies. Only 49 percent of organizations have a senior leader running the training function and fewer than 45 percent have a written business plan for learning, let alone one that has been aligned with the organization’s broader objectives. Rarely is there a centralized department responsible for learning, so it’s not entirely surprising that most training programs lack a cohesive strategy or direction aligned with that of the business, let alone any assessment of their effectiveness. This problem has been exacerbated by the relentless, ongoing nature of globalization, which has disrupted the traditionally linear 140
Inside magazine issue 12 | Part 03 - From a corporate perspective growth patterns of organizations with a sharp increase in M&A activity. This often results in learning groups operating largely independently of one another, within siloes which each have numerous learning management systems and vendors in use. Many successful learning transformations have focused on transitioning decentralized learning operations to a shared operating model, developing common processes, setting up standard services for technology, content management and authoring tools, and consolidating vendors to rationalize training, reduce operating costs and provide a greater impact on the business without increasing expenses. The success or otherwise of these changes often depends to a high degree on improving visibility into how L&D funding is spent. Research shows that most companies underestimate their spending by a factor of two to three, as a result of uncoordinated and duplicated programs. Efforts aimed at identifying and rationalizing L&D spending often uncover opportunities for improvement with minimal extra investment, or savings with minimal losses in the effectiveness of existing programs. Developing a standardized approach toward L&D measurement and evaluation is the best way for a business to see how their training budget is being spent and to measure the ROI of these kinds of programs. Moving from a “push” to a “pull” model Training programs have historically been “push” based, with content distributed to employees in lectures or classes based on the training department’s schedule, and success typically measured by employee attendance rates. Today’s employees, however, have different expectations and preferences relating to how they want to acquire and develop their skills. Unlike their predecessors, many millennial and Generation X workers expect training and support services to be as readily available and rapidly accessible as most of the other information in their lives— available anytime, anywhere, on any device. The shift toward “employee-owned” learning has also disrupted the technology landscape, amid the massive digital transformation of recent years. 141
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Inside magazine issue 12 | Contents
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Inside magazine issue 12 | Foreword
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Page 90 and 91: Inside magazine issue 12 | Part 03
Page 144 and 145: Inside magazine issue 12 | Contacts
Page 146: Our expert authors, who are brimmin
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