Corporate learning a top priority for senior execs
For the C-suite, corporate learning is a top priority in 2016. Challenges they expect to face in three years focus on innovation, market growth, and strategy development and execution. These challenges highlight the need to make the right decisions to positively impact the future of their organisation. A majority (59%) of senior learning and development professionals surveyed also believe that investing in employees drives organisational change and innovation.
Though the potential and perceived value of corporate learning is a shared sentiment, measurement and impact reveals an interesting divide between business leaders working at different levels. C-suite, presidents and managing directors believe that corporate learning has had a positive impact on their organisation and that past investments have been valuable to their organisation in terms of improvements to customer service and profitability.
Senior learning and development professionals, who perhaps are more removed from the boardroom and more focused on day-to-day operations within their organisations, think differently. These executives are seeking learning programmes that will help them deliver their specific learning and development goals, setting their sights less on measurable outcomes for the total business.
I believe that corporate learning in the past has failed to prioritise the translation of learning programmes into strategy and the delivery of specific business goals for an organisation. There has been a disproportionate focus on basic tools, and this must be adjusted so that organisational needs can be better supported. Understanding the long-term, overarching vision of an organisation is intrinsic to supporting senior managers who will ultimately implement it – when they are under increasing pressure and expectations to deliver business goals.
Ultimately, business leaders should expect their investment in corporate learning to prove its value, and ensure the investment is managed as a strategic rather than purely tactical function.