Moving Beyond the Leadership Classroom
- Friday, June 15th, 2012
- POSTED BY Geoffrey Anthony and Justin Albertson
(excerpt from Off the Assembly Line: The Evolution of Learning and Development white paper)
Changes in the priorities and challenges faced by L&D departments have brought about greater experimentation with new learning delivery methods and resources. Although Chief Learning Officer reports that instructor-led classroom training is still the leading venue for learning delivery (43 percent of companies surveyed rely on this method), it also reports that many additional delivery options are growing in popularity. Between 2010 and 2011, the use of virtual classrooms, learning management systems (LMS) and real-time performance support (i.e. 24-hour L&D-oriented ‘Help Desks’) saw a 10 percent increase in investment—a trend that Chief Learning Officer reports will continue into 2012.
To maximize employee engagement and operational efficiency, more employers are starting to supplement classroom learning with online or virtual methods. Moreover, companies that create high-impact L&D departments tend to demonstrate a number of similarities. Some of these common characteristics, cited from a recent research study by the Aberdeen Group, are listed below:
- An aligned strategy — Organizations recognized as ‘Best-in-Class’ for their L&D are 79 percent more likely to integrate their learning strategy with both their talent management and business strategies (52 percent versus 29 percent).
- Leadership involvement — ‘Best in Class’ companies are 2.5 times more likely to involve executive leaders in L&D efforts.
- A culture that promotes learning — Organizations that champion continuous learning are more likely to achieve their business objectives, enhance employee engagement, improve retention, and increase customer satisfaction.
A key differentiator among organizations that create strong learning cultures is their ability to apply (and adapt) L&D across the employee lifecycle. This is further supported by additional research from Aberdeen which has shown that the companies that experience the greatest gains around the business metrics listed above are those that have incorporated learning across the different “talent stages,” from recruitment and onboarding to performance management and succession planning.
To continue reading and learn more about how to disassemble the assembly line download the full white paper and the other eight white papers in the Talent Optimization White Paper Series.