Despite it being holiday season, the conversations continued with hundreds of messages being shared on the WhatsApp groups that are a part of the core offering the Talent and Leadership Club provide for free to members.
Three themes highlighted the continued focus on DEI which is reassuring as we enter a period of economic uncertainty. It is great to see the focus on DEI amongst learning and development colleagues as the data for this blog is gained from the three core Talent and Leadership Club WhatsApp groups and doesn’t include the conversations that take place in the DEI group that has around 300 members and is solely focused on this topic.
Gender Bias and Diversity in Professional Settings
Gender and diversity discussions focus on how societal stereotypes impact evaluations, especially in male-dominated industries. Studies referenced talked to the fact that women may sometimes rate other women negatively due to internalised competitive pressures. This complexity underlines the need for deeper understanding and data-driven approaches to diversity, equity, and inclusion (DEI) efforts in the workplace. Participants emphasised the importance of ongoing research to address these biases and create more inclusive work environments.
I am reassured to see the level of thought that is going into DEI work now. It is great to see that research has taken place to show what works, and what doesn’t work, when tackling systemic I&D challenges in the workplace. I love seeing the learning and DEI community working together to share experiences and research they have done for the greater good. Collaboration rather than competitive advantage is the priority.
Collaborative Networking and Resource Sharing
A recurring theme is the group’s dedication to professional growth through sharing resources like job openings, expert contacts, and research materials. The community fosters a collaborative atmosphere where members actively support one another’s career progress. Frequent exchanges on best practices, industry insights, and educational tools highlight the strong network built within the group. This collaborative effort extends beyond career development into broader support for leadership and organisational learning.
Not much to add to the AI commentary on the data here. I am considering starting an T&L Job Club as it feels like the community need to help each other in the current climate. I was also in a conversation today with a head of HR who has a short list made up entirely of T&L Club members. Maybe we need to set up a recruitment agency to support community members as well…
Global Learning and Talent Management
Structuring learning functions across global organisations is a key concern, particularly in balancing regional needs with a global strategy. The challenge is maintaining consistency while addressing the specific cultural contexts of multinational companies. Talent management strategies, such as providing visibility into internal ratings for recruiters, raise debates on balancing transparency with privacy and bias concerns. Effective talent and learning systems are seen as essential for fostering organisational growth.
This is a topic I spoke on recently at Learning Live, by the LPI. We had a panel of learning professionals on a panel talking about the change in the role as we got more senior. I’m a big fan of the learning partner model with people aligned to functions in organisations. I also advocate for the creation of learning plans that are aligned to the organisational and functional strategies that ‘lock in’ what is going to be done so everyone has visibility.
Leadership Development and Coaching
There is a significant focus on the need for specialised executive coaching and leadership development. Participants discuss the importance of selecting the right vendors for leadership programs, especially for senior leaders. Vendors were referenced for the impact they have had, although the high cost of such services is a concern. Leadership training for different career stages, from line managers to senior executives, is considered critical for developing effective and inclusive leaders.
I’m trying to find the time to do a deep dive into the coaching industry to look at the different players – top end exec firms, volume play in person, tech-based platforms, AI supported, AI-only, etc.. It would be interesting to see how the profession has evolved and where it is going. If you’d be interested in this as a topic then do let me know.
Scaling Learning and Development Programs
Many organisations are shifting from creating internal training materials to purchasing off-the-shelf solutions to scale learning quickly. This trend highlights the need for accessible, high-quality learning content that can be implemented across large organisations. Providers were recommended for scalable training options.
I’ve been looking at the learning tech landscape recently to understand what the likes of Gloat, Sana, Beamery, Deel and Arist can bring to the market. I’ve been impressed at how they are shaking up the market and providing challenge to the existing players. One thing I liked that relates to the above is the ability to use AI to develop content from internal and external sources, and specifically have this sit within an LMS. This has the potential to speed up the development process, but also to create truly personalised learning – providing we as the learning function can get comfortable that the levels of quality and accuracy are sufficient.
Evaluation Models and Learning Needs Analysis
Learning professionals explore different evaluation models, such as the Learning-Transfer Evaluation Model (LTEM) and traditional models like Kirkpatrick, to assess programme effectiveness. The group discusses how these models provide varied insights into learning outcomes and emphasize evidence-based approaches. There is also a focus on analysing learning needs through tracking repeat learners and identifying underlying organizational challenges.
Interesting discussion on evaluation in August. Reassuring to see the level of thinking being put in to ensure we can track the impact of when we provide. I’m a fan of a periodic deep dive into a programme to see if it is still delivering on the initial objectives rather than an ongoing evaluation. I think it gives richer data, and a specific focus that creates action and updates.
Diversity, Equity, and Inclusion in Global Contexts
Implementing DEI initiatives in different cultural settings is a challenge highlighted by participants, with a specific interest in how diversity efforts vary internationally. Discussions focus on how DEI strategies must be tailored to meet the unique cultural and geographical needs of regions. This global perspective on diversity management underscores the need for flexible, context-specific approaches to creating inclusive workplaces.
I came across this challenge in a previous role and was asked about it the other day when I was on a panel for BTS at a recent event at Fortnum and Masons. There isn’t a simple solution here as there is often a corporate agenda that is at odds with local custom and practice. We adopted a pragmatic approach of ‘achieve what you can whilst respecting the local approach’. It also highlights the skillset shift as you become more senior as a learning professional as you have to turn into a master negotiator, sitting in between multiple stakeholder.
Facilitation, Icebreakers, and Early-Career Development
The development of facilitation skills is a priority, particularly for early-career trainers. Courses and frameworks, such as DiSC and 5 Behaviours, are recommended for enhancing group dynamics and workshop effectiveness. Creative icebreakers, trust-building activities, and team-building exercises are discussed as tools for fostering engagement and openness, especially in leadership development settings.
This one is an interesting contrast with the previous theme and highlights the range of challenges facing the community. At one level we are getting involved in big strategic conversations, at another level community members are helping each other out with the core skill of group facilitation.
Technological Mindset and Leadership
Participants express the need for senior leaders to adopt a ‘technology mindset,’ reflecting the increasing importance of digital literacy in leadership. There is a focus on finding experts who can coach executives on leveraging technology for business growth and transformation. This theme emphasises the evolving role of technology in leadership, as well as the demand for training programs that enhance leaders’ ability to navigate a rapidly changing digital landscape.
This was a great discussion. There is a dual need here. Firstly, leaders need the right level of technical knowledge to understand and leverage the technology, but they also need to have a curious and experimental mindset to take advantage of the opportunities presented. This means that this is as much about selecting the right people as it is about giving them the right content.
Inclusivity and Accessibility in Learning and Leadership Development
Inclusivity and accessibility remain central to discussions around leadership and learning development programs. There is a focus on making sessions accessible to diverse participants, both in-person and virtually. The group explores best practices for facilitating inclusive sessions, ensuring that learning opportunities are equitable for employees regardless of their background or location.
Our third DEI theme of the month! Really practical discussion with people sharing tips and experiences of maximising the inclusivity of the learning they provide.
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