Having gained experience in various organizations across diverse industries, I’ve often contemplated why Learning and Development (L&D) struggles to demonstrate its value to the business. It consistently contends for resources, budgetary allocations, and management attention. It’s unfortunate that L&D is frequently perceived as discretionary, often limited to compliance training, rather than recognized for its potential in preparing organizations to address both present challenges and future opportunities.
The crux of the issue may lie in L&D’s approach—or lack thereof—to proving its value. Instead of engaging in sporadic or tactical efforts, L&D should adopt a robust, integrated approach that is sustainable and practical.
Reflecting on my involvement in ISO 9001 implementation at VIP Luggage, where training the workforce to maintain quality standards was crucial for maintaining ISO 9001 certification. It did not require selling the idea of L&D—it was simply accepted as an essential part of doing business.
In the realm of L&D, effective governance can play a transformative role. It establishes mechanisms to measure value, prioritizes resources, ensures stakeholder buy-in, and supports change management. This governance must be agile and directly tied to tangible outcomes.
By embedding effective Learning governance, L&D can evolve from a reactive, order-taking function into a proactive, value-adding partner on the organization’s journey. This shift not only justifies L&D resources but also cements its role as a pivotal driver of organizational success.
To be successful, governance must align with the organization’s L&D maturity level, being lightweight and pragmatic initially, proving its value before scaling up. It should not only oversee but also foster continuous improvement within L&D and its contributions.
Unfortunately, a recent mini-survey on Learning governance revealed challenges that echo broader issues in the L&D field, particularly concerning governance, strategic alignment, and change management. Results are shared below.
Effectiveness of Measuring Training Outcomes at Kirkpatrick Level 4
- Limited Effectiveness (52%): The majority of respondents report that their organizations measure training outcomes at Level 4 either “Not very effectively” (52%) or “Not at all” (19%).
- Some Success (15%): Only a small fraction of organizations measure outcomes “Somewhat effectively.”
- Uncertainty (13%): A significant number of participants are “Not sure” how their organizations measure these outcomes.
Learning Governance Approach
- Flexible but Informal (44%): A large portion of organizations describe their governance approach as “Flexible with room for adaptation,” while many others operate in an “Informal or ad-hoc” manner (33%).
- Limited Formal Governance (23%): A small percentage either have “No formal governance structure” or have a “Highly structured and process-driven” approach.
Effectiveness of Measuring Training Outcomes at Kirkpatrick Level 4
- Limited Effectiveness (52%): The majority of respondents report that their organizations measure training outcomes at Level 4 either “Not very effectively” (52%) or “Not at all” (19%).
- Some Success (15%): Only a small fraction of organizations measure outcomes “Somewhat effectively.”
- Uncertainty (13%): A significant number of participants are “Not sure” how their organizations measure these outcomes.
Insights
- Need for Improved Governance: The data suggests that many organizations struggle with informal or non-existent governance structures in L&D, which hinders their ability to measure and achieve training outcomes effectively.
- Challenges in Aligning with Business Strategy: Aligning L&D with broader business outcomes remains a major issue, pointing to a gap between training initiatives and strategic goals.
- Opportunity for Structured Approaches: There is a clear opportunity to implement more structured, adaptable governance frameworks that can drive continuous improvement and better alignment with business needs.
By addressing these areas, organizations can enhance their learning agility and ensure that their L&D efforts are both effective and aligned with business objectives.
.
