{"id":78547,"date":"2021-07-23T14:30:30","date_gmt":"2021-07-23T21:30:30","guid":{"rendered":"https:\/\/www.betterworks.com\/?p=78547"},"modified":"2022-11-21T23:48:24","modified_gmt":"2022-11-22T07:48:24","slug":"the-new-role-of-learning-development","status":"publish","type":"post","link":"https:\/\/www.betterworks.com\/magazine\/the-new-role-of-learning-development\/","title":{"rendered":"The New Role of Learning &#038; Development"},"content":{"rendered":"\n\n[et_pb_section fb_built=&#8221;1&#8243; admin_label=&#8221;section&#8221; _builder_version=&#8221;3.22&#8243; da_disable_devices=&#8221;off|off|off&#8221; da_is_popup=&#8221;off&#8221; da_exit_intent=&#8221;off&#8221; da_has_close=&#8221;on&#8221; da_alt_close=&#8221;off&#8221; da_dark_close=&#8221;off&#8221; da_not_modal=&#8221;on&#8221; da_is_singular=&#8221;off&#8221; da_with_loader=&#8221;off&#8221; da_has_shadow=&#8221;on&#8221;][et_pb_row admin_label=&#8221;row&#8221; _builder_version=&#8221;3.25&#8243; background_size=&#8221;initial&#8221; background_position=&#8221;top_left&#8221; background_repeat=&#8221;repeat&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;3.25&#8243; custom_padding=&#8221;|||&#8221; custom_padding__hover=&#8221;|||&#8221;][et_pb_text admin_label=&#8221;Text&#8221; _builder_version=&#8221;3.27.4&#8243; background_size=&#8221;initial&#8221; background_position=&#8221;top_left&#8221; background_repeat=&#8221;repeat&#8221;]<!-- divi:paragraph -->\n<p><span style=\"font-weight: 400;\">While the global workforce has steadily evolved over the past decade, the last 18 months have seen unprecedented changes in how we work, learn, and collaborate. Competing in a knowledge-based, digital economy has organizations continuously reevaluating and enhancing their capabilities. This in turn is elevating the role of their learning and development (L&amp;D) departments. At the center of this shift are the Chief Learning Officers (CLOs).<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The fluid dynamics of business today have presented opportunities for CLOs to take on more proactive and strategic roles \u2013 elevating themselves from traditional trainers to future-focused executives who are reshaping their organizations\u2019 capabilities and cultures. This new breed of \u201cTransformer CLOs\u201d are positioning employees to succeed in their current roles while helping them adapt to the \u201cfuture of work\u201d \u2013 whatever that may look like at any given time. They are also making learning and development an integral part of their companies\u2019 strategic frameworks.<\/span><\/p>\n<p><a href=\"https:\/\/www.mckinsey.com\/~\/media\/mckinsey\/business%20functions\/organization\/our%20insights\/elevating%20learning%20and%20development\/elevating-learning-and-development-intro.pdf\"><i><span style=\"font-weight: 400;\">According to a McKinsey survey<\/span><\/i><\/a><i><span style=\"font-weight: 400;\"> of executives, L&amp;D leaders, and Chief Learning Officers, 60 percent of survey respondents plan to increase L&amp;D spending over the next few years, and 66 percent want to boost the number of employee-training hours.<\/span><\/i><\/p>\n<p><span style=\"font-weight: 400;\">Let\u2019s take a look at how L&amp;D is driving business performance and delivering ROI.\u00a0<\/span><\/p>\n<p><strong>Upskilling | Reskilling<\/strong><\/p>\n<p><span style=\"font-weight: 400;\">Traditionally, L&amp;D teams have helped employees build skills in order to become successful in their current roles. However, <\/span><a href=\"https:\/\/www.mckinsey.com\/~\/media\/mckinsey\/business%20functions\/organization\/our%20insights\/elevating%20learning%20and%20development\/elevating-learning-and-development-intro.pdf\"><span style=\"font-weight: 400;\">McKinsey research<\/span><\/a><span style=\"font-weight: 400;\"> estimates that as many as 800 million jobs could be displaced by automation by 2030. Employee roles will continue to evolve, and a large subset of workers will need to learn new skills to remain employable.\u00a0<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><em><span style=\"font-weight: 400;\">According to the World Economic Forum, <\/span><a href=\"https:\/\/www.weforum.org\/agenda\/2020\/10\/top-10-work-skills-of-tomorrow-how-long-it-takes-to-learn-them\/\"><span style=\"font-weight: 400;\">50 percent of employees will need to be reskilled by 2025<\/span><\/a><\/em><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><em><span style=\"font-weight: 400;\">Data shows that the total number of skills required for a single job is <\/span><a href=\"https:\/\/www.gartner.com\/en\/newsroom\/press-releases\/2020-08-19-gartner-hr-research-finds-employees-are-only-applying-54-percent-of-newly-learned-skills\"><span style=\"font-weight: 400;\">increasing year-over-year by 10%<\/span><\/a><\/em><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">A recent Gartner study on the Top Five Priorities for HR in 2021 also found that 68% of HR leaders cited \u201cbuilding skills and competencies for the organization\u201d as a key initiative, yet 38% of them said that they don\u2019t know what skills gaps employees have. <\/span><span style=\"font-weight: 400;\">(<\/span><span style=\"font-weight: 400;\">4<\/span><span style=\"font-weight: 400;\">)<\/span><span style=\"font-weight: 400;\"> In order to proactively address these skills gaps, L&amp;D teams are collaborating with executive leadership and HR to rapidly develop and launch upskilling\/reskilling programs that ensure employees have the necessary skills to remain relevant in the workplace. These programs include both \u201chard skills\u201d such as learning data analytics or a cloud collaboration solution, as well as \u201csoft skills\u201d such as leadership training that focuses on team building, decision quality, and effective collaboration.<\/span><\/p>\n<p><em><span style=\"font-weight: 400;\">Research indicates that companies in the top quartile of leadership outperform other organizations by nearly two times on earnings before interest, taxes, depreciation, and amortization (EBITDA). Moreover, companies that invest in developing leaders during significant transformations are\u00a0<\/span><a href=\"https:\/\/www.mckinsey.com\/business-functions\/organization\/our-insights\/what-successful-transformations-share-mckinsey-global-survey-results\"><span style=\"font-weight: 400;\">2.4 times more likely to hit their performance targets<\/span><\/a><span style=\"font-weight: 400;\">.<\/span><\/em><\/p>\n<p><strong>Measuring the impact of L&amp;D on business performance<\/strong><\/p>\n<p><span style=\"font-weight: 400;\">As executives have prioritized L&amp;D, CLOs now have a \u201cseat at the table.\u201d However, that privilege has come with the added pressure of having to demonstrate L&amp;D\u2019s impact on employee performance and ultimately the organization\u2019s bottom line.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">While some job functions and roles have some clear-cut success metrics \u2013 such as pipeline, close rates, and total revenue generated by sales \u2013 other roles don\u2019t have a clear-cut means of measuring their impact on business performance. To gauge their programs\u2019 effectiveness, Transformer CLOs are evaluating their learning strategies\u2019 impact and execution via Key Performance Indicators (KPIs). Examples of KPIs include:<\/span><\/p>\n<ul>\n<li><b style=\"font-size: 18px; font-family: var(--font-family);\">Business excellence \u2013 <\/b><span style=\"font-size: 18px; font-weight: var(--font-weight-body); font-family: var(--font-family);\">This KPI looks at how closely aligned L&amp;D initiatives and investments are with their organization\u2019s overall business priorities.<\/span><b><\/b><\/li>\n<li aria-level=\"1\"><b>Learning excellence \u2013 <\/b>This looks at whether learning interventions change people\u2019s behavior and performance<\/li>\n<\/ul>\n<ul>\n<li aria-level=\"1\"><b>Operational excellence \u2013 <\/b>This KPI measures how well investments and resources in the corporate academy are used<\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">While the impact of learning strategies can be done through many lenses, a key measurement strategic alignment. In other words, how effectively does the learning strategy support the organization\u2019s priorities? While CLOs and business leaders agree that L&amp;D must align with their organization\u2019s overall priorities, <\/span><span style=\"font-weight: 400;\">research has found that this isn\u2019t the case. <\/span><a href=\"https:\/\/www.mckinsey.com\/~\/media\/mckinsey\/business%20functions\/organization\/our%20insights\/elevating%20learning%20and%20development\/elevating-learning-and-development-intro.pdf\"><span style=\"font-weight: 400;\">Only 40 percent of companies say that their learning strategy is aligned with business goals<\/span><\/a><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">In order to address this alignment gap, many Transformer CLOs are turning to OKRs (Objectives and Key Results) in order to connect L&amp;D and employee development with business performance. <\/span><a href=\"https:\/\/www.whatmatters.com\/faqs\/okr-meaning-definition-example\/\"><span style=\"font-weight: 400;\">Measure What Matters <\/span><\/a><span style=\"font-weight: 400;\">defines OKRs as: \u201ca collaborative goal-setting tool used by teams and individuals to set challenging, ambitious goals with measurable results. OKRs are how you track progress, create alignment, and encourage engagement around measurable goals.\u201d Most importantly, OKRs allow CLOs, HR leaders, and executives to create a goal-setting framework that empowers them to set mutually agreed upon, measurable goals and effectively track the progress their teams make towards them.\u00a0<\/span><\/p>\n<p><strong>Leveraging OKRs for Learning and Development<\/strong><\/p>\n<p><span style=\"font-weight: 400;\">The adoption of OKRs has increased steadily as more organizations embrace hybrid and remote workforces as a permanent solution. Rather than gauging employee effectiveness by how many hours they log in or where they log in, organizations are measuring the <\/span><i><span style=\"font-weight: 400;\">impact<\/span><\/i><span style=\"font-weight: 400;\"> they have on the business and the <\/span><i><span style=\"font-weight: 400;\">results<\/span><\/i><span style=\"font-weight: 400;\"> they deliver. Transformer CLOs are developing learning journeys that align with their companies\u2019 OKRs with the goal of driving specific business outcomes.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">For example, the CLO of a software reseller may collaborate with sales leadership to develop a learning journey that would train a specific number of incoming sales reps to become fluent in Microsoft Teams. The key result would be the amount of revenue generated by each sales rep within six months of completing the training. Or, an individual contributor could create a business objective about \u201cbuilding an outstanding chatbot for customer service.\u201d The key results could include both business and key learning results: the first being &#8220;take an advanced chatbot design course&#8221; and the second being &#8220;building the actual chatbot.&#8221;\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Companies are viewing the benefits and value of learning and development through new lenses to ensure it aligns with future workplace skills and supports business objectives. Transformer CLOs are leveraging tools such as OKRs to clearly demonstrate the impact their programs have on both employee and business performance.<\/span><\/p>\n<p dir=\"ltr\" style=\"line-height: 1.38; margin-top: 0pt; margin-bottom: 0pt;\"><a href=\"https:\/\/www.betterworks.com\/magazine\/\"><span style=\"font-weight: 400;\">Connect with our team<\/span><\/a><span style=\"font-weight: 400;\"> to learn more about how OKR methodologies can support your L&amp;D efforts! <\/span><\/p>\n<p>&nbsp;<\/p>\n<!-- \/divi:paragraph -->[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]\n\n","protected":false},"excerpt":{"rendered":"<p>How transformative CLOs are delivering business performance and ROI through skill-building and using OKRs in L&#038;D.<\/p>\n","protected":false},"author":44,"featured_media":78551,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","content-type":"","inline_featured_image":false,"footnotes":""},"categories":[3519],"tags":[],"featured_location":[],"industry":[],"class_list":["post-78547","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-learning-development"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v18.1 (Yoast SEO v23.9) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>The New Role of Learning &amp; 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