The Learning & Development function is quietly rediscovering and reshaping itself. The post-COVID era has accelerated this movement. It is no longer a mere training provider on demand and working in silo. It has become a core strategic component integral to an organisation success. It is about building a culture of continuous learning throughout the organisation with coaching, leadership, and ownership. It has moved to the role of strategic partner. This is the result of a compelling need to rethink the business needs in terms of its people competencies, capabilities, and talent retention. Technology has changed the entire scenario of jobs and skills. The jobs that were very popular and common a decade before do not exist today or fading out speedily. In new jobs with new skills that are emerging; people & need to understand and upskill themselves to become ready to shift to new jobs.
Technology is replacing tasks and roles. Organisations are grappling with the challenge of making their workforce ready to fit into the new roles. In this background, a strong alignment between corporate strategy, talent competency building, and learning is a prerequisite for achieving business success. There is a difference between success and survival. No segmented approach will work. Remaining static of this function or inaction or complacency will only be detrimental to the organization and its talent pool.
Coming into the role of strategic partner, L&D professionals have to take care of changing needs and adapt accordingly. Personalised learning, on-the-job learning, remote/hybrid learning, micro learning, content curation, and tech-accelerated methodology have taken center stage. But L&D professionals also need to be cautious about over dependence of tech tools in learning development. Technology is not the solution to all issues. Human touch in learning initiatives will remain relevant and will not lose its importance. Maintaining a fine balance between the use of tech tools like, podcasts, video lectures, online content with no human interaction and one-to-one connection in programs to maintain engagement will be a key challenge and will decide the success or failure of any L&D intervention. This approach requires a broader mindset and attitude, a distinct set of coaching skills, and an expanding knowledge base to provide hands-on solutions to the workforce in case of any confusion or problem in applying the learning.
So, L&D professionals have to move beyond the mere trainer role to a coach, mentor, and consultant.
This anniversary issue that reminds us of our big journey entering in to its 27th year of publication is all about documenting the transformation and reshaping of the Learning & Development function. The veterans, industry experts, and HR professionals have provided 360-degree insights into the various facets of L&D.
If you like it let us know. If not, well, let us know that too.
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