There’s been a revival of discussion lately on popular forums, including LinkedIn, about the relevance of learning and development as a business entity within a company. Many L&D professionals lament they have been reduced to “order-taking."
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Learning leaders often act as performance consultants to stakeholders in their organizations, and consulting is one of the key competencies in the Training Manager Competency Model™.
By completing a training needs analysis, you can identify the performance gap and figure out if training is the right solution.
Collecting a few key pieces of data before meeting with a stakeholder can help drive a faster, more productive conversation and elevate L&D from order-takers to trusted advisers, delivering quality and impact.
Too often, companies automatically choose training rather than tackling the issue underlying the perceived need to train. It’s not easy, but deciding first what the core issue is can make a big difference.
Too many valuable L&D projects fail before they start, derailed by slow decision-making, competing priorities and stakeholders who don’t identify with the project value.
“I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail,” Abraham Maslow, one of the pioneers in the psychology and training field, once said.
It is time to step away from the old, soon-to-be-obsolete model. Building and delivering effective solutions takes new mindsets and capabilities.
When Shakespeare’s Hamlet said, “To be or not to be, that is the question,” I’m sure Ophelia had not asked him to build her a two-hour e-learning training course to remedy Claudius’ and Polonias’ lack of interpersonal skills.