Training Industry Quarterly - Winter 2013 - (Page 35)
Building Strategic Learning Linkages: Mapping & Measuring Your Learning Strategy b y A j A y m . p A n g A r K A r & T e r e s A K I r K w o o d B they are under pressure to achieve specific elieve it or not, but workplace learning is learning is on performance results in demanding businow on senior management’s “radar.” But managemenT’s ness environments. it is not about learning requirements; it is There are some interesting factors about achieving well-defined strategic objectives radar, buT To focusing management’s attention on and performance improvement. This is not to say remain There, iT workplace learning. These factors inthat the attention workplace learning is receiving musT prove ThaT clude evolving economic conditions, is not well-deserved, but it does raise the question technological factors, social needs, about how learning can contribute to these strateiT can deliver competitiveness, and managing ingic objectives. Tangible value ternal change. These factors comprise Workplace learning’s role is growing, but from management’s desperate attempt to difmanagement’s perspective it is only a means to an ferentiate and survive in a competitive marketplace. end. Management has high expectations for learning considering 35 Training Industry Quarterly, Winter 2013 / A Training Industry, Inc. magazine / www.trainingindustry.com/TIQ
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