>In a summary post earlier this week, I outlined the key points from the L&D2020 workshop with the Training Journal. Today I’d like to address some of the points raised from that meeting and voice my thoughts.
>On Friday I attended a workshop on the future skills needed in L&D. It was hosted by the Training Journal and was part 3 in a series of workshops over the year. I’ve attended 2 so far this year and will be attending the last in November. If you’re in L&D, or have a vested interest in the value of L&D I highly recommend you attend. The next workshop is on the topic of the growing gap between OD and L&D. Sign up here.
- The ability of HR needs to rest in identifying business issues not transactional issues
- L&OD is no longer about the individual necessarily. It’s about identifying the key movers and players in your business and investing in them.
- High quality dialogue should be used as a key change tool over and above ‘models’
- High quality HR and L&OD = business savvy + organisational savvy + context savvy
- L&OD are the best trojan horses for organisational change
- L&OD has become seduced by its own sophistication
- L&OD must have fundamental skills in diagnosing business issues and creating interventions that suit these.
- The best L&D people are business people first
- Greater self awareness does not equal ROI or business change/success
- Tomorrow’s leaders need to look at tomorrow’s problems/challenges
- Companies need to throw away competency frameworks as they are too restrictive and are only relevant to how your business used to operate, not how it needs to operate in the future.
- Sue reinforced the position that learning takes places in the following way – 70% informal, 20% network, 10% formal
- People are finding new ways to learn
- Continuous, informal, social learning will grow
- New technologies provide opportunities
- Informal learning to be recognised (accredited)
- Manager and individual responsibilities
- Boundaries between L&D and OD will blur
- There will be a shift in L&D professionals skill set
- determine the skills needed to deliver value
- investigate how they are best acquired/developed
- ask ‘who are the key stakeholders in shaping the learning process’
- seek to develop a learning culture
- design, deliver and monitor interventions that promote learning
- what is the nature of the business – how do you compete?
- are there particular groups of the workforce who are critical to business value? Is there a cluster of workers? What knowledge and skills do they need?
- how are these key skill required? Is it through: external recruitment, recruitment from within or training?
- if they are trainable (or learnable) skills how are they trained/learned?
- to what extent do you compete on knowledge and skills? How does learning and training add strategic business value?
- looking to the future, what do you see changing on the business skills front?
>Here at LBi Towers (my workplace, all opinions my own, blah, etc) we have a theory that best practise is all well and good if you want to identify a ‘standard’ way of doing something. But, if you want to do something amazing, you need to do more than just best practise.
>An annoyance of mine in the workplace is managers who don’t manage bad workers. By bad workers I mean the kind of person who thinks they’re doing a good job, but isn’t. They’re just bad at what they do. This may be because they don’t have the required skills, knowledge, aptitude, ability or attitude. However you look at it, they’re just bad at their job.
>A while back I started this topic about Intelligent Behaviours. I started to talk about two aspects of the title – what it means to be Intelligent and why I chose Behaviours. I’d like to continue that discussion piece to evolve my thoughts and the theory.
>This week I’ve been made to think about the value an L&Der has to offer and what a good L&Der should be able to do. This first came from a post I read by Donald Clark where he talked about his experience of Fox’s Glacier Mints. This is rather amusing and rather cutting of his experience of an over enthusiastic trainer who was trying to train a group of people in being Creative. My second thing was from a training day I attended at my company delivered by an external trainer on the topics of Decision Making and Creative Thinking. And my third was from a company initiative I’m trying to push through.
>I was reminded today about the importance of getting names right. But not only getting names right, being able to look at a name and get an immediate sense of that person’s potential nationality, culture and often their religion.