Learning & Development
O
ne of
the
biggest
challenges
we are facing
in today’s
fast moving
and always
changing
organisations is keeping the role
of the L&D professional visible and
relevant.
discussion around performance,
metrics and ROI, which would
bring more clarity and would
allow us to target better learning
solutions.
In the past, our role had somewhat
limited visibility and range of
motion – at times, with the
support of the learning consultant
or manager, the business identified
training priorities that were in
alignment with the business
strategies, and in return, the
learning organisation would
source int ernally or externally
for learning solutions that would
meet that need. In the best of
cases, there would be a deeper
Not wanting to sound like a cliché,
if we want to truly provide value
to the business and be seen as
“trusted advisors”, we need to
build relationships that will allows
us to “get a seat at the table”
early enough in the strategy
planning process to understand
the organisational direction and
priorities. Now more than ever,
we need to understand what
organisations need to achieve
their goals – not only in terms
B
ristan
Group
are the
number one
supplier of taps
in the UK and
number two
for showers.
The company
strategy is growth over the next
three years – a challenge as the
market is currently flat. To support
this strategy, the mission of L&D is
20
August 2015
In any scenario, the role of the L&D
professional was usually reactive
and the conversation focused on
the learning curricula, which is our
area of specialty, right? This is our
comfort zone.
to create a learning organisation
where knowledge is shared across
functions, roles and responsibilities
are clear, everyone has the skills
they need for their roles and the
right environment is created to
take risks and learn from them if
not successful.
There are three main focuses:
Over the last five years, one of the
focuses has been to develop the
of learning and knowledge, but
in terms of readiness. We need
to move beyond the traditional
or functional role of L&D – that
of training brokers, and become
talent experts who accompany the
organisations we support as they
achieve their business goals.
Betsy Urdaneta is an Expert
Learning and Development
Consultant, advisor and coach. For
the better part of her role, Betsy
has been responsible for designing,
developing, customising, marketing
and delivering global learning and
development solutions in alignment
with business and organisational
requirements. Considering herself
an organisational readiness enabler,
her main goal is to help clients gain
high levels of awareness regarding
the readiness capabilities of the
organisations and individuals
they lead in order to achieve their
business goals.
skills of our leaders and people
managers to empower their
teams by coaching and leading
by example. The ultimate aim is
to create a company full of high
performing teams that make the
most effective use of the resources
available and are resilient and
flexible to changes that may occur.
The biggest pain point for L&D
in Bristan Group is consistency.
There are a number of managers
that have embraced and executed