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changing contexts of work, and the way we support individual and organisational performance.
“The challenge is how to focus our roles and shape our own professional development to make sure we are future-ready. We need to first identify all internal and external factors influencing L&D roles, and consider what’s driving change. We then need to self-reflect and assess whether there is a healthy mix of roles in the L&D function, before deciding which changes we need to make to drive performance in our individual organisations.”
The CIPD’s qualitative case study research found that the following organisations have been successfully implementing new initiatives and processes to enhance the impact of L&D:
• Barnardo’s – the IT L&D team at the UK’s largest children’s charity have developed an adaptable way of working which means they can respond quickly to business needs while continually keeping their own skills up to date.
• Mattel – the American toy manufacturer has shifted learning evaluation from inputs to outputs, to focus on business impact
• McDonald’s – the food service retailer has encouraged a shift from training delivery to performance consultancy with the introduction of a new development programme designed to build performance consulting skills across the business
• Ministry of Defence – the College of Communications and Information Systems at the MoD has actively focused on achieving business and customer alignment with a full appreciation of the purpose of L&D through an innovation cell
•PwC – the professional services firm is encouraging evidence-based decisions using data and has established a digital learning academy, focusing on building confidence in learning technologies and having great conversations with business leaders
• University Hospital Southampton NHS Foundation Trust – the trust has established an L&D structure which clearly connects to organisational needs, so investment can be directed where it’s most needed
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