The standard L&D operating model — where the L&D function serves as the primary supplier of learning — is fundamentally broken and no longer fit for purpose.
In today’s L&D landscape, 79% of employees’ learning comes from outside the L&D function. Unfortunately, much of that learning is unproductive: more than half is of poor quality or focused on the wrong development needs.
Heads of L&D need an immediate answer to the critical question, “How must L&D functions evolve to be relevant and keep pace with changes in how and where learning is happening?”
The answer to this important question will drive urgent decisions for heads of L&D this year about moving from building great learning content to building the organization’s capability to learn, including:
- The most critical objectives on which to focus the L&D function
- The learning investments that the L&D function makes to enable the line
- The key learning capabilities developed throughout the organization
Across 2015, we’ll expand our support for CEB Learning & Development Leadership Council members to help transform L&D functions for the new learning landscape. For example, we’ll examine and report on best practices for:
- Partnering with line stakeholders to transform L&D’s strategy, structure, and abilities
- Investing in learning innovations
- Embedding high-impact learning methods (e.g., network learning, action learning, peer consulting) in learning interventions
Members can access insights, benchmarking, and implementation support resources today and anytime from their members-only website.
We invite non-members to download additional content and learn more about CEB Learning & Development membership from cebglobal.com.