| How does your organization view the training group? | | | | - Provide a variety of options for learning to meet a |
| Have you thought about it? If not, you should. I have | | | | variety of needs |
| spoken with a number of clients recently who want to | | | | - Online (self-directed programs) |
| elevate their organization's perception of the training | | | | - Instructor led programs that are hands-on, practical |
| group and are trying to decide how to best go about it. | | | | with action planning components |
| There are various reasons why they are interested in | | | | - Social networking |
| such an initiative; among them the desire to increase | | | | - Collaboration |
| budgets for programs and investment in new learning | | | | - On-the-job training |
| technologies, and to play a more strategic role and add | | | | - Mentoring |
| more value within the organization. For some, this has | | | | - Virtual |
| entailed a first step of "re-branding" as Learning & | | | | - Seminars and conferences |
| Development; a name that implies more than just | | | | - Webinars |
| training - which is frequently associated with offering | | | | - Lunch & learns |
| instructor-led courses. This is a good first step, but | | | | Are directly tied to business results/impact on the |
| certainly does not work to fully change the | | | | business |
| organization's perceptions of the group. | | | | Have metrics and measurements to show the value |
| So...how does your organization view the group? | | | | of the program to the bottom line |
| A first step must be an understanding of how the | | | | L&D groups must have an understanding of the |
| organization perceives the Learning & Development | | | | organization as a whole - strategic plans, long-term |
| group (from this point on, we'll use L&D). There are | | | | objectives and goals. Where does the organization |
| multiple ways to do this, including: | | | | want head in the next 3 years, 5 years, 10 + years? |
| - Feedback gathered from evaluations of employees | | | | How can the L&D group help them get there? L&D |
| who have taken training programs | | | | needs to be a partner with the business units |
| - One-on-one interviews with business units | | | | departments to ensure that they are providing the |
| departments that the L&D group supports | | | | resources and tools needed to ensure that each |
| - Online surveys of past training program participants | | | | employee in their department is able to perform their |
| - Discussions with executive leadership as to how the | | | | role effectively and efficiently for the ultimate success |
| L&D group is performing and what they would like to | | | | of the individual and of the organization. Ask each |
| see from the group in the future | | | | business unit/department head what they think their |
| Once you have an understanding of current | | | | employees need for future success? Maybe, for |
| perceptions, compare that to what the L&D group | | | | example, the organization is beginning to grow globally |
| perceives as their value to the organization. What is | | | | and the customer service department needs to |
| the gap? | | | | understand how to communicate effectively with |
| OK...you know how the organization feels about the | | | | individuals from a variety of cultures. Maybe the |
| group...what do you do now? | | | | organization has recently merged with another |
| You took the temperature of the organization and | | | | organization and departments and cultures must be |
| understand their perceptions of the L&D group. You | | | | integrated. Or maybe new employees are part of a |
| see the gap between how you want the L&D group | | | | generation that does want to sit in a classroom to |
| to be viewed by the organization and where the | | | | learn - they are more interested in collaborating with |
| organization views the group. You know where you | | | | others through social networking sites. Think about |
| want the L&D group to head. Now what?Think about | | | | how the L&D group can support these initiatives. |
| where you want to take the L&D group. Organizations | | | | Once you know the direction you need the L&D group |
| today (and many of my clients are certainly seeing | | | | to move toward, start slowly - getting buy-in and |
| this) need L&D to take on a more strategic, | | | | support to reach your goals. Develop a strategic plan |
| value-added role within the organization. This means | | | | to move forward. What does L&D need to improve: |
| being a strategic partner within the organization to | | | | Additional resources? Increased budget? Support from |
| each business unit/department. It is more than simply | | | | the businesses? New technologies? Communicate |
| offering a variety of the same old training courses to | | | | frequently with each stakeholder about your vision and |
| employees every year and includes managing the | | | | mission for L&D. Measure your progress frequently. |
| professional and personal development of the | | | | Going off track? No problem - fix what is going wrong |
| organization through comprehensive programs that: | | | | and get back on track. Expect hiccups along the way. |
| - Provide opportunities for individuals to grow within the | | | | Keep on your goal and you'll find that the L&D group |
| organization and expand their responsibilities | | | | becomes an integral, strategic part of the organization |
| - Engage employees | | | | - ready to meet the needs of each business unit |
| - Include strategic plans for high potential development | | | | department - both now and in the future. |
| and to meet succession plans | | | | So get started in improving your organization's |
| - Ensure all new hires are integrated into the | | | | perception of the training group. |
| organization and providing value as quickly as possible | | | | |