Every now and then there seems to be a navel gazing debate about the relationship between HR and L&D. More directly, that HR gets in the way of L&D. I’m bored of this now and am over it.
When L&D is at its best, we integrate with all parts of the business regardless of function and collaborate to make great things happen. If you’re not on that agenda, re-assess your responsibilities.
When L&D is supporting performance at work, we take into account all aspects of the person’s situation including all HR related policies. I have never and will never advise on performance without understanding if the person is actually a good employee. If they’re not following company policies and procedures then that’s clearly an issue that needs resolving long before they get L&D support.
When L&D is at its best is when we’re supporting the HR function to roll out the many ideas and initiatives they have. HR pros aren’t always expert at engagement and comms related activities, but with the right support from L&D they bloomin well can be. If you’re not part of those conversations, you’ve got your priorities all wrong.
When L&D adds value is when an Ops Director can come and talk to you about a grievance related issue or seeks advice on recruitment because they trust your opinion as part of the HR function. That’s the truth right there.
In L&D we preach and go blue in the face helping people to know how to have good conversations, improve their performance, provide better skills to managers, create great learning environments and so much more. There’s a cruel irony then that there are those L&D pros who can’t see that they’re not helping themselves when they get stuck in this mentality.
I am plenty fed up and annoyed with L&D pros who haven’t got over themselves. If the last ten years of growth and innovation have taught us anything it’s that collaboration rocks and isolationism sucks.