L&D - evolving roles, enhancing skills
Published: April 2015
Organisations and individuals are operating in an increasingly volatile, uncertain, complex and ambiguous (VUCA) environment. L&D professionals have a unique role to play in supporting them, but only if we are equipped to operate in the same VUCA world. We need to understand need, respond faster and think beyond the course. But how should L&D roles be organised and L&D professionals be equipped for change?
This report forms the second part of a CIPD programme of research exploring changing L&D roles and capabilities. It looks at the extent to which L&D is changing and draws on benchmarking data from 600 L&D leaders in the Towards Maturity benchmark study, alongside case study research.
This research demonstrates that mature practice within the top performing L&D teams leads to significant business benefits. Change is possible, but we need to expand it beyond a minority of organisations and instigate wider movement across the profession. The report explores four key areas to challenge the thinking of the L&D profession – its relationships, roles and responsibilities for the future – and provides a foundation for L&D leaders to drive evidence based change.
Ultimately, to thrive as an L&D profession, we need to evolve roles and enhance skills to drive organisational performance. This requires action from every L&D practitioner, to build capability in your function and gain stakeholder commitment for learning transformation.