This week I was part of spirited conversation around learning and development within organisations.
Its an interesting one; on one hand many companies invest in L&D, yet most really struggle to measure its effectiveness when benchmarked against performance and business impact.
This is the age old problem; and why a) L&D struggles to punch its weight on the CEOs agenda (or make it there at all) and b) why I decline most invitations to administer training initiatives!
Its not that training, teaching and developing staff is not important but there is a quite a difference between administering ‘entertainment’ (training), downloading knowledge, and actually improving performance over the long term.
If we talk about ‘wastage’ the picture gets even uglier.
Question: if we look at the output of training, what % of training results in no sustainable change in output?
Answer: I don’t know the accurate answer, but it’s a high %…70%+ probably
Imagine another function that had that level of wastage…how about manufacturing for example. That would be criminal levels of incompetence. (I exaggerate)…but you get my point.
But here is something that I am a fan of:
Imbed output orientated skill development into the leadership and middle management layers. Then drive through regular and ongoing tactical coaching, by managers (and not L&D teams), against competencies that can be measured and improved.
oh but there is a problem, management wont do it. After all, isn’t “training” somebody else’s job…?