In our previous blog, Consulting Roles for L&D Part One, we identified that to successfully focus on performance, L&D must be redesigned so that it’s goal is to enhance human performance in support of business goals. In doing so, L&D professionals act as performance consultants in their organizations. But transitioning to a performance consultant from the more traditional role of learning consultant is not always easy, especially if they have been working and viewed as an Expert or Pair of Hands and not as a Collaborator by the client. (more…)
The Learning and Development profession continues to undergo major structural changes, one of which is the transition from a focus on learning as an output and toward a focus on performance improvement.
According to the latest State of the Industry Report by the Association for Talent Development (ATD), organizations spent $1,273 per employee on direct learning expenditure. Paired with this fact is the belief that no more than 20% of this investment results in the transfer of the new skills and knowledge back to the job. If learning is not getting transferred, and the new knowledge and skills are not being sustained, the learning initiative is a waste of time and money.
People who feel ownership of their work are likely to find that work more meaningful than people who have no say in how goals are accomplished.