Key knowledge, skills and behaviours required by the L&D professionalActivity 1.2 – Irina Ketkin

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AGENDAWHY

THIS SECTION COVERS:

Why should L&D respond and adapt to stay relevant?

WHAT

THIS SECTION COVERS:

What are the required skills, knowledge and behaviours?

HOW

THIS SECTION COVERS:

What are the capability gaps and how to breach them?

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WHYWhat does L&D bring to the table and why should organisations invest in it?

Attrition rates reduced by

14%(9%)

(CIPD, 2015)

Staff engagement

improved by 21%(17%)

(CIPD, 2015)

Revenue increased by

21% (10%)

(CIPD, 2015)

And on top of that:• 72% improved productivity

(28%)• 65% improving the application of

learning at work (21%)• 62% faster response to

changing business conditions (24%)

(CIPD, 2015)

Learning and development activities make a

major contribution to the successful attainment of the organization’s objectives and investment in it benefits all the

stakeholders of the organization.

(Armstrong and Taylor, 2014)Top learning

organisations show (compared to

average):

WHY

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What does that mean?

1.Organisations that implement technology-enabled learning strategy show considerably stronger performance

results 2.If an organisation does

not have a strategic partner in the face of

L&D it is less likely to be successful.

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WHATWhat does L&D need to do to stay relevant?

Align L&D strategy to business and learner needs

Understand the diverse needs of the organisation

What L&D need to do to respond and adapt to stay relevant and help organisations navigate changes

Have a clear vision and purpose

Move to a performance

consulting model

Limited resources deployed

innovatively for maximum impact

Being able to diagnose problems

Develop/curate the right solutions

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WHATWhat are the specific skills required to fulfil the increasing demand of the organisation and the learner?Aligning the strategies and understanding the organisation requires an enhancement of L&D skills and capabilities

L&D requires an enhanced business and commercial understanding

L&D requires a relevant content curation

L&D requires stepping into the role of a performance consultant

L&D requires a better analytical capability

L&D requires a better technological ability

WHAT

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Key behaviours for the L&D professional

According to CIPD’s Profession Map (2015),

there are 8 key behaviours that the L&D professional

needs to carry out their day-to-day and strategic

responsibilities.

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WHATKnowledge: what the L&D professional needs to know according to the CIPD

VALUE AND IMPACT FROM LEARNING

AND ROI

LEARNING APPROACHESTRAINING NEEDS ANALYSIS LERNING THEORIES

DELIVERY CHANNELS

THIRD PARTIES AND VENDORS

FACILITATION

DIVERSITY AND INCLUSION

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WHATWhat are the activities the L&D professional needs to do in addition to core activities according to the CIPD

LEADERSHIP DEVELOPMEN

TTALENT

MANAGEMENTEVALUATING LEARNING

IMPACT

DESIGN SOLUTIONS DELIVERY

DEVELOP LEARNING STRATEGY

AND PLANS

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HOWWhat are the challenges and solutions in achieving these capabilities?

CHALLENGES

VALUE

RELATIONSHIP

Making a visible difference and enhancing performance will add to L&D’s credibility and therefore raise its profile. However, there are a number of challenges:

• building trusting and effective relationships with stakeholders to enable it to influence at a strategic level,

• adding value and measuring performance outcomes rather than merely delivering activities.

SOLUTIONS

CONSULTANT

INVOLVEMENT

Adding value is vital to how L&D is seen and positioned in an organisation;

• L&D must be involved in business issues and discussions from the outset rather than after decisions have been made.

• There’s a shift in the role of L&D, moving from a training service to a strategic consultancy

THANK YOU

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REFERENCESChartered Institute of Personnel and Development, (2015). L&D: Evolving roles,

enhancing skills. [online] London: Chartered Institute of Personnel and Development, Available at: http://www.cipd.co.uk/binaries/l-d-evolving-roles-enhancing-skills_2015.pdf [Accessed 20 Jan. 2016].

The CIPD Profession Map. (2015). 1st ed. [ebook] London: Chartered Institute of Personnel and Development. Available at: http://www.cipd.co.uk/binaries/the-cipd-profession-map_2015.pdf [Accessed 15 Jan. 2016].

Stewart, J. and Rogers, P. (2012). Developing people and organisations. London: Chartered Institute of Personnel and Development.

Towards Maturity Community Interest Company, (2015). Towards Maturity - Embracing Change: Fast Facts. [online] Available at: http://towardsmaturity.org/article/2015/11/05/embracing-change-fast-facts/ [Accessed 17 Jan. 2016].