Alternative insights on the 'COVID-19' impact for Learning and Development
"Either you repeat the same old conventional doctrines everybody else is saying, or else you say something true, and it will sound like it's from Neptune."
Noam Chomsky
I ran a series of polls on Twitter in May and June - with the ambition to gauge the 'underlying' challenges for L&D leaders, beyond the 'noise' of reacting to the COVID-19 pandemic.
Four key themes emerged from the responses:
1. 'Post-COVID' L&D leaders felt their focus should be on enabling adaptability in their organisations
2. Heads of Learning and Development felt that they were unable to define what 'learning' means for their organisation
3. They believe that the biggest barrier to progress is "traditional mindsets" - both within L&D and in the wider organisation
4. They believe that there are two key challenges preventing L&D teams from seeing "a new way forward":
- The lack of a 'new narrative' for the work of L&D
- The ongoing prioritisation of 'the short term' by Management
So to summarise, three enablers of a more impactful and influential, 'clear on and fit for purpose' L&D function should include:
1. A reappraisal of the role of 'learning' with the business - towards an accelerator of adaptive, diverse, vibrant, curious, reflective, empathetic, meaningful, psychologically safe, connected, purposeful, inclusive and 'human' organisations. (Not as a Management control mechanism).
2. A clear, compelling case to change the way the organisation facilitates 'learning' - and why. (Beyond the reductive facade of simply 'digitising' and optimising existing approaches).
3. A more holistic and ambitious view on the mindset and skill-sets now required for an L&D function to create new value - re-positioned as a facilitator and accelerator of the future the organisation seeks for itself and its customers.
Paul works with leaders to define and develop 'fit for purpose' L&D functions
www.jocelynconsultingltd.co.uk
Noam Chomsky
I ran a series of polls on Twitter in May and June - with the ambition to gauge the 'underlying' challenges for L&D leaders, beyond the 'noise' of reacting to the COVID-19 pandemic.
Four key themes emerged from the responses:
1. 'Post-COVID' L&D leaders felt their focus should be on enabling adaptability in their organisations
2. Heads of Learning and Development felt that they were unable to define what 'learning' means for their organisation
3. They believe that the biggest barrier to progress is "traditional mindsets" - both within L&D and in the wider organisation
4. They believe that there are two key challenges preventing L&D teams from seeing "a new way forward":
- The lack of a 'new narrative' for the work of L&D
- The ongoing prioritisation of 'the short term' by Management
So to summarise, three enablers of a more impactful and influential, 'clear on and fit for purpose' L&D function should include:
1. A reappraisal of the role of 'learning' with the business - towards an accelerator of adaptive, diverse, vibrant, curious, reflective, empathetic, meaningful, psychologically safe, connected, purposeful, inclusive and 'human' organisations. (Not as a Management control mechanism).
2. A clear, compelling case to change the way the organisation facilitates 'learning' - and why. (Beyond the reductive facade of simply 'digitising' and optimising existing approaches).
3. A more holistic and ambitious view on the mindset and skill-sets now required for an L&D function to create new value - re-positioned as a facilitator and accelerator of the future the organisation seeks for itself and its customers.
Paul works with leaders to define and develop 'fit for purpose' L&D functions
www.jocelynconsultingltd.co.uk
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