Dive Brief:
- According to an article in Training Magazine, business leaders are placing tremendous pressure on Learning & Development (L&D) leaders to demonstrate that their learning efforts and initiatives are worth the investment.
- Unfortunately, L&D practitioners often are unable to connect their efforts with actual workplace applications.
- One main reason is that L&D practitioners tend to focus on “the learning” rather than on “how the learning results affect business performance.”
Dive Insight:
The article explains how accountability is the price to pay for earning a more strategic position within the organization. In meeting the challenge of employees learning the right skills and, ultimately, applying these skills to the job, like every other business activity, learning must prove value and account for how it contributes to achieving the organization’s objectives.
The article author states that to achieve complete learning accountability, every L&D practitioner—from instructional designers to the Chief Learning Officer—must "design, develop and deploy learning solutions that align with business objectives and contribute to tangible results."
Otherwise, "while leaders recognize learning’s relevance, they will marginalize and possibly eliminate it altogether if it does not deliver value, directly or indirectly."
