Training Industry Magazine - September/October 2020 - 20

Assessing the learning ecosystem's
strengths and weaknesses is essential
to a learning strategy. L&D can probe
further where necessary and appropriate
by asking questions, such as:
*	 What is the state of it? 
*	 Does it enable, limit or work against
the learning strategy?
*	 What has to change to improve it?
How fast does it need to improve?
Does the improvement need to
accelerate or decelerate?
*	 Is it worth the investment?
*	 Does it provide quality data, feedback
or information that helps us make
decisions (i.e., does it reveal patterns,
commonalities or unique qualities)? 
The intention is to understand the
ecosystem and maximize what is
currently possible. Next, we will discuss
learning strategies at the enterprise,
department and skill levels.

Stakeholder input
Within the confines of an organization,
an
enterprise
learning
strategy
may have a host of stakeholders
representing the organization. Senior
leaders develop, refine and articulate
the strategic, overarching goals for
the enterprise. Many of the goals -
notably those pertinent to L&D - reveal
that leadership wants to see higher
levels of performance. They can also
provide insights into the obstacles the
organization must overcome to achieve
its goals. They can break down the goals
and assign them to functions, identify
vital roles, and explain what they intend
to measure.

*	 Include a measurement plan with
metrics, methods, or mechanisms for
collecting and analyzing data, plus
milestones and timelines that cover
changes to the learning ecosystem
and the actions of the L&D organization
in service of the organization's goals.

Other inputs:
*	 Actual business results vs. business
plan.

At this level of the learning strategy,
the focus is narrower, targeting a role,
department, function or other readily
definable subsets of the organization. 

*	 Annual employee engagement and
satisfaction surveys.
*	 Market scans and trend shifts.
*	 Technological advancements.
*	 Plans of peer organizations.

AT THE ROOT,
A LEARNING
STRATEGY IS
A FORM OF
PREDICTION
THAT
DESCRIBES A
LEGITIMATE
OUTCOME.

The strategy
The enterprise learning strategy may
cover several years or stages, with
measurable milestones that align with
the overall business strategy and goals.
Depending on the organization and
situation, it may:
*	 Indicate changes to the learning
ecosystem that will better enable the
enterprise.
*	 Identify new, expanded, or reduced
capabilities and capacity.
*	 Highlight improved or new processes.

ENTERPRISE 
At an enterprise level, the scope of
a learning strategy encompasses all
of its employees. It may look several
years into the future, describing how
the L&D function will evolve and
improve the learning ecosystem to
serve the organization, as well as
highlight how its actions will achieve
business goals. 

| 20

*	 Identify external partnerships for a
stopgap, plus partners for long-term
support.
*	 Describe necessary improvements
to the technological infrastructure
needed to support L&D. 
*	 List large-scale programs (e.g.,
compliance) or content curation
efforts that will be useful for
employees, managers and leaders

At the enterprise level, an aligned
learning strategy connects L&D actions
to business goals and outcomes. It
provides a framework and principles
for the role, department or functional
learning strategy.

ROLE, DEPARTMENT OR
FUNCTION

Stakeholder input
There are two essential stakeholders
at this level: managers of the function
and the employees who populate
the
positions.
Managers
refine
organizational goals to shape goals
within their control. They are generally
able to provide initial indications of
gaps in performance, knowledge
or skill. They can provide insights
that shape essential definitions of
employee proficiency, developmental
dimensions (signs of when an employee
can be trusted to work autonomously,
for example), performance measures,
time-to-performance expectations and
design assumptions.
Top performers can describe the
practices, routines and behaviors
that lead to successful performance.
They can also indicate where typical
gaps arise and what causes the gaps.
Expanding the analysis to include lowand mid-level performers provides a
more complete picture of the gaps.
Additionally, the analysis can shed
light on the various contexts in which
performance occurs.
When focusing such analyses on job
performance rather than training needs,
other factors - such as inefficient
processes, inferior technologies and
misaligned consequence systems -
come to light. The effect of this additional
knowledge results in a more refined,



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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