On the 27th of March 2019 we had the first online meeting for the L&D Revolution. What an exhilarating and inspiring hour that was! Anyone interested in watching how it went, I will share the links at the end of this post. This post is about sharing the outcomes of the discussions we had.
People have been asking me “What is the revolution about?” and I covered that in a previous blog. It is something which has percolating over years and has also led me to write a book “How not to Waste Your Money on Training***”. It now feels like this ‘movement’ is gaining some momentum, as I speak to more and more people who are keen to improve the reputation of L&D by helping it to focus on performance and analytics. Two of my favourite topics!
Back to the online meeting, there were two key things we discussed:
- The link between learning and performance
- Data driven decision making and demonstrating value
Let us look at both in turn and extract the main points from the discussions:
- The link between learning and performance
It seemed to be widely agreed, that in order to have any sort of link between learning and performance, there has to be a strong connection between L&D and the business. It was also about a change in mind-set for L&D, shifting from being order takers to taking a consultative approach. Included in this link was also a desire to connect what was happening with data that was collected from numerous sources. Line managers have always been crucial to any lasting change in organisations and close links between L&D and line managers are essential if we are to observe improvements in performance as a result of learning.
Once L&D have made that shift closer to the organisation and its needs they can more easily distinguish between what stakeholders say they want (desires) and what they need in reality. This cannot be achieved without doing some sort of up-front analysis BEFORE and learning interventions are agreed. Part of that may well include really understanding the team strategies required to achieve the business goals.
It was agreed we are making a start but there are many things we can improve on:
- Being more rigorous about digging into underlying performance problems before jumping into solutions
- Defining clear outcomes and measures and challenging the business by using data to justify but also to persuade, where necessary
- Helping individuals and line managers see the clear link between their job roles and performance (individual and company wide)
- Become more creative in our approach by using other methodologies like AGILE
2. Data driven decision making and demonstrating value
There is so much happening out there, I am pleased to say. Some great applications of data readily available:
- Net Promoter Scores (NPS)
- Behaviour indicators
- Business indicators
- Employee engagement
- Learner and/or customer voice(s)
- Key Performance Indicators (KPI’s)
- Even Moodagrams (which I had never heard of before!)
With all this happening there is still room for improvement. By collecting data we will of course get better at providing that link between learning and performance improvements. Again a shift of mindset is required by L&D: to shift from trusted advisor to performance enabler and maybe even add a few business analyst skills for good measure.
If we thought this might be a bit much, then learning from other parts of the business might help, for instance marketing and finance are great examples. We are not alone in the business and need to become more integrated in our approach, starting those awkward conversations sooner rather than later and always asking why, why, why, why why? (5 why’s). If we do this up front along with a needs analysis, then evaluation will be a doddle, won’t it?
We then moved into a discussion on how do we drive this revolution forwards rather than watching the evolution happen slowly. In order to do this individually, there are lots of things we can be doing in our own organisations:
- More promotion or publicity about what L&D do and their successes
- Promote performance improvement rather than learning outcomes
- Be more AGILE
- Find out what the business does (ask daft questions)
- Use data to our advantage and be selective in what we or others collect
We also have some collective ideas on how to drive the revolution forward. Let me know if you would like to take part in those.
Here are some useful links:
Below is my summary from all the discussion points we had in the online meeting.
*** This is what Karen Grave, President PPMA (Public Service People Managers Association) says about the book:
“PPMA has been working with Krystyna for only a short time but we have already realised that she is an enormous asset to the field of learning. She has a natural passion and empathy for people, which she combines with creativity and an engineering background to help organisations focus on how best to deliver on training investment. Krystyna’s style is deeply engaging, laced with a lot of humour and a willingness to challenge the ridiculous. It’s a powerful combination. We love working with her and I have no doubt you will find this book a hugely interesting and impactful read.”
With 6 weeks to go until my book “How not to Waste Your Money on Training” is published, I will be sharing excerpts each week to give you a flavour of what to expect.
In a nutshell this is a “How-to” guide packed with practical activities and insights to help you avoid wasting money on training. Each week we will focus on a different aspect of what the book covers. I will also be sharing testimonials from some very eminent individuals who are happy to promote this book.
This week we have a testimonial from Don Taylor, Chair of the Learning & Performance Institute
“This book is packed with useful advice and insight into when formal learning is the right solution. Drawing on decades of practical experience, it explains clearly, and with practical examples, how to ensure training is deployed only when necessary, and to the greatest effect. Recommended reading for anyone in an L&D function, whether inside an organisation, or supplying services from the outside.”
Do you suspect your budget is going to be wasted on training that isn’t really needed? Have you ever wanted to make the process more effective, but been so busy delivering training or managing that you never get the chance to unpack what’s working and what’s not? Then this book will be for you. Part of the problem is that L&D is changing and has been doing for a number of years. Towards Maturity have spoken about the ‘New learning organisation’ but what does that mean? Does everyone know how to fit in and the part L&D plays?
In this month’s Trainer Tools podcast Kevin M.Yates and I speak about “L&D’s Identity Crisis” where we discuss how it has arisen and what we might do to counteract it. In my book, I have proposed that we need a new identity of the ‘new learning leader’ which fits in with what the ‘new learning organisation’ will need. Not only do I discuss how the new learning leader will need to be, but suggest some tools and activities that will help shape them and their practice
If any of this has resonated with you then this book is for you and please email to reserve your copy. We are in the middle of creating a webpage so please be patient with us while we get geared up!
So I am going to come clean. I have never really understood the difference between Learning and Development(L&D) and Organisational Development (OD). I have looked at the definitions of OD and thought to myself “So how does that differ from what I do?”. So I have hidden my ignorance and not really engaged in any discussions about the differences between the two.
Then last week I saw a post from Steve Benfield about what OD is really about and the difference between it and People Development. His definition:
“People development is about when there is an improvement to a person(s). A person can be exposed to an intervention (e.g. a training course, programme or event) designed to help that person make improvements – development! (It’s only the doing things differently that real learning can then take place).
Organisational Development (OD) is about developing the system of an organisation with the aim of improving the system. Just developing people, doesn’t necessarily mean that the organisation will improve.”
He then goes on to talk about how OD is linked to strategy, process and making a difference to the ‘system’, not just people.
My thoughts in response to this, have been about how I work with clients. I seek to find out what the organization needs as well as the individuals. First and most important (in my opinion) of the 5 secrets of Accelerated Learning are “Business-focused and learner-centered objectives”. Business focused, because if the learning makes no impact on the business then what are we doing it for? Learner-centred so that we get buy in and learning then accelerates through the organization.
So I get why Steve may say there is a distinction between People Development and OD, but L&D are changing. I spoke about L&D’s Identity Crisis in a recent blog and have been in many conversations about that urge to change with fellow revolutionaries in our LinkedIn group. It is no longer acceptable to design learning or training in isolation from the business. It is not acceptable to change individual behavior without a thought to the impact on the business.
So if that is the case, should we get rid of the distinction between OD and L&D? Is it helpful? Could we join forces and be one?
If you would like to read more about my thought on my approach to L&D then read my book “How Not To Waste Your Money On Training”.
I would love to hear your thoughts, really!
Before you send an angry email to me, please be assured, what I want to say is that we are in revolution. We are a lovely bunch, not at all revolting!
I have to say I have been a little sick and tired recently. I am not getting any younger and it seems like forever we have been talking about really making a difference in L&D. Yes there have been changes, but as someone who works a lot with trainers, facilitator, L&D professionals and subject matter experts we still seem to be missing out on the basics:
- Getting close to the organisation and understanding it
- Getting curious
- Using data to drive performance improvements
- Using tech appropriately – driven by needs not the tech itself
- Focussing first on a needs analysis to drive a good evaluation
- Being agile enough to keep up with the demands of the market
If you are working for an organisation who is doing ALL of these things or even some of them or would like to do ALL of them, we would love to hear from you. If you would like to discuss how to do this, with a group of like-minded professionals then come and join us in the L&D Revolution group on LinkedIn.
It is not for the following individuals:
- Those happy with the rate of change in L&D (evolution not revolution)
- Those happy just to keep delivering the same courses without much impact
- Those happy with level 1 evaluations and moving no further
- Those more interested in applying the latest tech rather than improving performance