Training Industry Magazine - September/October 2020 - 19

Successful organizations view training,
learning and employee development
as instrumental to their success. They
use learning strategies to:
*	 Simultaneously align and integrate
the needs and goals of business
leaders, learning and development
(L&D), and employees.
*	 Proactively make decisions that are
readily supported by the organization
and work within the learning
ecosystem's boundaries and other
organizational constraints.
*	 Ensure job performance is paramount
by accounting for the entirety of the
knowledge, skills and contexts facing
their employees.
A learning strategy must accomplish
all three of those objectives and
simultaneously provide a model to
prompt essential conversations between
business, talent and training leaders. 

DEFINING YOUR
LEARNING STRATEGY  
The settings, scope and variety of
circumstances that drive a learning
strategy differ by organization.
Consequently, its challenging to

find a universal definition that fits all
commercial settings. 
Learning strategies consist of several
common elements. At the root, a
learning strategy is a form of prediction
that describes a legitimate outcome,
identifies vital actions that will lead to
achieving the goal and defines how
results will be measured. 
Additionally, learning strategies may
include:
*	 Input from stakeholders to inform,
guide and approve the adoption of
the strategy.
*	 An articulation of how features align
with business goals.
*	 Sufficient analysis and research to
uncover relevant data that lead to
distinct and nuanced insights.
*	 Creative solutions, frameworks or
actions that form a roadmap to the
endgame.

are complex sets of interconnected
and
dynamic
components
consisting
of
the
resources,
functions, routines, processes and
capabilities that enable L&D to
respond to the organization, support
varied initiatives, and build and
deploy training.  
A learning ecosystem has many facets,
such as:
*	 Foundational principles and values.
*	 Governance and alignment processes.
*	 Operational and training metrics;
mechanisms for data collection,
monitoring and reporting.
*	 Budget and ease of securing funding.
*	 Tools, technology
environments.

and

training

*	 Team capabilities and external partners
and vendors.

*	 A financial plan or budget.

*	 Resources for training delivery,
coaching, etc.

Underpinning a successful learning
strategy is an organization's unique
learning ecosystem. Ecosystems

*	 Training function processes, including
intake, analysis, content development
and maintenance.

T R A I N I N G I N DUSTR Y MAGAZ INE - BUILDING A GREAT TRAI NI NG ORGANI ZAT I ON I WWW. T RAININGINDU S T RY . C OM/ MAGAZ I NE

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https://www.trainingindustry.com/magazine

Training Industry Magazine - September/October 2020

Table of Contents for the Digital Edition of Training Industry Magazine - September/October 2020

Building a Great Training Organization
Table of Contents
The Strategic L&D Plan
Developing a Great Training Organization Like a Healthy Brain
Change-ready L&D: Ingredients for Success
What Great Training Organizations Do
Building a Learning Strategy thath Drives Business Results
L&D Bottleneck: Why Your Training Material Isn't Being Utilized
10 Best Practices for Leading a Great Training Organization
The Untapped Goldmine of the Service Professional as the Trusted Advisor
Do We Really Need Learning Platforms? Understand the Learning Landscape and Spend Your Budget Wisely
Improving Instructor Development and Performance with Observations
How to Leverage Business Acumen to Create a Future-ready Organization
Accounting for Learning Investments and Organizational Impact
Lessons Learned: A Shared Services Implementation
The Brave New World of L&D: Stepping Up in the Age of Disruption
Winning the Battle for Learner Engagement
Sales Enablement Comes of Age
Company News
Training Industry Magazine - September/October 2020 - Intro
Training Industry Magazine - September/October 2020 - 1
Training Industry Magazine - September/October 2020 - 2
Training Industry Magazine - September/October 2020 - 3
Training Industry Magazine - September/October 2020 - 4
Training Industry Magazine - September/October 2020 - Building a Great Training Organization
Training Industry Magazine - September/October 2020 - Table of Contents
Training Industry Magazine - September/October 2020 - 7
Training Industry Magazine - September/October 2020 - 8
Training Industry Magazine - September/October 2020 - 9
Training Industry Magazine - September/October 2020 - 10
Training Industry Magazine - September/October 2020 - The Strategic L&D Plan
Training Industry Magazine - September/October 2020 - 12
Training Industry Magazine - September/October 2020 - Developing a Great Training Organization Like a Healthy Brain
Training Industry Magazine - September/October 2020 - 14
Training Industry Magazine - September/October 2020 - Change-ready L&D: Ingredients for Success
Training Industry Magazine - September/October 2020 - 16
Training Industry Magazine - September/October 2020 - What Great Training Organizations Do
Training Industry Magazine - September/October 2020 - Building a Learning Strategy thath Drives Business Results
Training Industry Magazine - September/October 2020 - 19
Training Industry Magazine - September/October 2020 - 20
Training Industry Magazine - September/October 2020 - 21
Training Industry Magazine - September/October 2020 - L&D Bottleneck: Why Your Training Material Isn't Being Utilized
Training Industry Magazine - September/October 2020 - 23
Training Industry Magazine - September/October 2020 - 10 Best Practices for Leading a Great Training Organization
Training Industry Magazine - September/October 2020 - 25
Training Industry Magazine - September/October 2020 - 26
Training Industry Magazine - September/October 2020 - 27
Training Industry Magazine - September/October 2020 - The Untapped Goldmine of the Service Professional as the Trusted Advisor
Training Industry Magazine - September/October 2020 - 29
Training Industry Magazine - September/October 2020 - Do We Really Need Learning Platforms? Understand the Learning Landscape and Spend Your Budget Wisely
Training Industry Magazine - September/October 2020 - 31
Training Industry Magazine - September/October 2020 - 32
Training Industry Magazine - September/October 2020 - 33
Training Industry Magazine - September/October 2020 - 34
Training Industry Magazine - September/October 2020 - Improving Instructor Development and Performance with Observations
Training Industry Magazine - September/October 2020 - 36
Training Industry Magazine - September/October 2020 - 37
Training Industry Magazine - September/October 2020 - How to Leverage Business Acumen to Create a Future-ready Organization
Training Industry Magazine - September/October 2020 - 39
Training Industry Magazine - September/October 2020 - 40
Training Industry Magazine - September/October 2020 - 41
Training Industry Magazine - September/October 2020 - Accounting for Learning Investments and Organizational Impact
Training Industry Magazine - September/October 2020 - 43
Training Industry Magazine - September/October 2020 - 44
Training Industry Magazine - September/October 2020 - 45
Training Industry Magazine - September/October 2020 - Lessons Learned: A Shared Services Implementation
Training Industry Magazine - September/October 2020 - 47
Training Industry Magazine - September/October 2020 - 48
Training Industry Magazine - September/October 2020 - The Brave New World of L&D: Stepping Up in the Age of Disruption
Training Industry Magazine - September/October 2020 - 50
Training Industry Magazine - September/October 2020 - Winning the Battle for Learner Engagement
Training Industry Magazine - September/October 2020 - Sales Enablement Comes of Age
Training Industry Magazine - September/October 2020 - Company News
Training Industry Magazine - September/October 2020 - 54
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