AI is often said to transform Learning and Development (L&D) by making it more personalized, efficient, and effective. But is it really?
If you’ve ever worked in L&D, you probably know exactly where I’m coming from. It is still viewed as
‘the training team.‘ Even after two decades in the HR field, I find people dealing with the same old challenges:
- Required trainings
- Ad-hoc training rollouts
- Difficulty measuring training effectiveness
- Technology deployments with minimal engagement
- Limited business and HR leadership involvement, and so on…”
Leaders like Satya Nadella are embedding learning deeply into organizational culture. We need to ask if L&D is seen as critical in most organizations. Here are a few questions that are sometimes asked or left unanswered or, in some cases, never asked. We need to do a fact check and bring out the why and why not (s), and bring the action item(s) to the table
- Is L&D always able to achieve its vision within organizations?
- Does the business support L&D?
- Do CHROs and HR leadership teams fully understand L&D’s value?
- In many organizations, why is L&D stuck in Level 1 or 2 on the maturity curve?
- Why do employees not have time to invest in their own development?
The Wellness Analogy
Think of L&D as physical wellness. Many of us don’t prioritize workouts or healthy eating—until health issues arise. L&D faces a similar struggle. Only when skill gaps become a critical issue do organizations feel the consequences of under-investing in development. This gap not only affects performance but also retention, innovation, and organizational agility. Sounds familiar? How do we address this?
The Opportunity Ahead: People Crave AI Skills
According to Linkedin Learning 2024’s Report three points tell the story:
• People crave AI skills.
• They’re motivated by career progress.
• Companies must embrace both AI skills and career development to energize and retain talent.
Further, employees report:
• 7 in 10 people say learning improves their sense of connection to their organization
• 8 in 10 people say learning adds purpose to their work
This is an opportunity that’s practically handed to L&D on a silver platter
This is a call to action for HR leaders. Recognizing L&D’s role in talent engagement and retention is crucial, especially as the demand for AI and tech skills accelerates. To CHROs, CEOs, and HR leaders: investing in learning is not optional. It’s a key driver for attracting and keeping top talent, maintaining relevance, and fostering a resilient workforce.
We can take two approaches to people’s cravings to learn:
• Reactive: Roll out AI-related training the usual way and simply track completion rates.
• Proactive: Rethink L&D entirely. Start by rebranding L&D, focusing on the skills and competencies that the business really needs, and then design a learning journey that connects directly with performance, retention, and engagement data. Keep evolving this journey to grow with the team and the organization’s goals.
Think about this Framework for Reforming L&D: BEST (Branding, Evaluation, Strategic, Tech empowered)
1. Branding: Define Your Learning Brand
Think of L&D as a marketing function, with learners as consumers and content as products. One of my ex-CLOs taught me this approach, and I still apply it in any work I do in HR. This mindset shift can help L&D build a recognizable identity within the organization and increase engagement.”
• Learning Identity: Establish a brand around L&D initiatives that resonate with employees, communicating mission, values, and unique selling points.
• Consistent Messaging: Ensure that all L&D-related communication is aligned with your brand, reinforcing the message and making it easy for employees to connect with learning offerings.
• Internal Marketing Campaigns: Promote learning opportunities through internal channels like email, newsletters, internal learning influencers, and social media.
• Launch Events: Host events to introduce new programs, helping employees understand and engage with the L&D approach and the value of self-development.
• Success Stories: Share testimonials and case studies to highlight the tangible impact of L&D on employees’ careers and personal growth.
2. Evaluate: Pre and Post-Learning Metrics
Like marketing, L&D can utilize data to refine and improve its products. Collecting learner feedback can identify needs, preferences, and gaps, allowing L&D to adapt programs more effectively.
• Surveys & Feedback: Regular surveys can provide insights into employee preferences and needs, guiding content decisions.
• Focus Groups: Small group discussions allow for an in-depth understanding of employee experiences and can reveal qualitative insights for improvement.• Integrate Learning into Performance Metrics: Hold leaders accountable for fostering a learning culture by including learning participation in their performance evaluations. This emphasizes the importance of learning at all levels.
3. Strategic Alignment: L&D with Organizational Goals
L&D’s success depends on its alignment with business objectives. By connecting learning initiatives to key performance metrics, L&D can demonstrate its direct impact on employee growth and organizational success.
• Align L&D with Goals: AI! AI! AI! Use this topic to dig deeper with business units, identify needs, and draft a short-term and long-term plan. Promote this alignment in your marketing materials.
• Visible Leadership Participation: Ensure leaders are not just promoting learning but also actively participating in L&D programs, showcasing its value and time investment.
• Identify Target Audiences: Segment employees based on factors such as job roles, learning styles, career aspirations, and performance levels. This allows you to create more tailored and effective learning products.
• Adjust Marketing Strategies: Based on feedback and engagement metrics, adjust promotional strategies to ensure that the most popular or impactful learning products receive adequate attention
4. Tech Empowerment: Utilize technology and increase the adoption
• Tech to support learning: Align the learning tech tools based on user needs. Build an ecosystem for a seamless learner experience by reducing the number of clicks and sites to visit and giving access to to-go learning models.
• Analytics Tools: Use analytics to track employee engagement with learning materials, assessing what’s working and what needs improvement, similar to how marketing teams analyze product performance.
• Predictive Analytics: Analyze trends to anticipate future learning needs, allowing you to market upcoming programs effectively and align them with business goals.
• Social Media Engagement: Create internal social media campaigns showcasing learning success stories, highlights from L&D events, and employee testimonials to create buzz around L&D.
The future of L&D is not about launching more training(s) — it’s about redefining L&D as a core part of business strategy and culture.
It’s time for L&D to step up, rebrand, and position itself as a cornerstone of business growth. For CHROs and HR leaders, L&D offers a critical path to a more engaged, skilled, and resilient workforce.
By championing L&D’s value and adopting a more strategic, branded approach, HR leaders can position L&D as a central driver of business growth, ensuring the organization is ready for the future.
About The Author
Ekta Lall Mittal is a seasoned Human Resources leader with over 20 years of experience spanning diverse industries and organizations. She has cultivated a robust skill set in HR Technology and Transformations within Learning & Development, Talent Acquisition, Talent Management, Skills Transformation, HR Operations and Shared Services, focusing on enhancing end-to-end employee experience.
As a mentor at Women Unlimited and an advisory board member for startups, she is committed to nurturing talent and contributing strategic insights that propel business success. Feel free to reach out to @Ekta Lall Mittal with your input, comments, and thoughts!
Read other insightful articles from Ekta:
The Realities of HR Tech Part 1: Guiding Your Through The Noise
The Realities of HR Tech Part 2: Current State Analysis
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