How to Make Learning and Development a Strategic Priority

The primary purpose of learning and development in the workplace is
developing people to deliver against the business’ priorities in a timely,
costly and high quality manner. However learning and development is much
more than simply imparting knowledge and hoping it is used wisely.

When adopted as a strategic priority and given the time and respect it
deserves, the L&D function can help businesses to attract and retain skilled
talent, develop their people’s capabilities, build a sense of community in
the workplace, strengthen the employer’s brand and continually motivate
employees.

Indeed, the learning and development function seeps into every aspect of
people management, from recruitment to performance management, promotion and
even succession planning.

How learning and development supports the business’ overarching strategy

By understanding a business’ priorities and key outputs, it is possible to
develop a tailored learning and development programme that positions
employees to be successful in achieving their deliverables. By imparting
relevant and current knowledge in a suitable manner, employees can hone
their skills, deepen their understanding of corporate goals and be better
positioned to act within the limits of their authority.

In order to achieve this, businesses must first assess each employee to
identify any capability gaps that exist between the individual’s current
skill set and that required to enable them to operate at maximum
productivity. By considering each person as an individual and tailoring a
learning and development programme to address their specific needs,
businesses develop a workforce that is perfectly positioned to deliver,
while the employee feels valued and safe and therefore motivated to work to
the best of their ability.

Of course, there is little point in investing heavily in learning and
development if no benefit is realised, so for a learning and development
strategy to be effective, it must be measurable. By setting clear key
performance indicators and continually monitoring progress against them,
businesses can pivot as necessary to improve outcomes such as milestone
achievement, team effectiveness and employee engagement.

Transforming mindsets and making improvements materialise

For many, the learning and development function is something that exists
because it is mandated by regulations and desired by employees rather than
because it delivers any particular benefit. However, by aligning learning
with business goals, collecting data and continually refining processes and
practices, the function becomes a powerful driver for business change,
leveraging strategic decision making to new levels and delivering a
significant return on investment.

If your business is keen to explore the opportunities that accompany the
transformation of the learning and development function from cost centre to
strategic lever, please speak to Keystone today. Our training experts will
explain how we work in collaboration with businesses to tailor a learning
journey that addresses your business’ specific needs, helping it to realise
positive change and deliver measurable outcomes.