I’m a little behind on analysing the themes coming out of the WhatsApp groups at the moment, summer holidays have got in the way. Below are the themes that came out of the July discussions. Some really interesting content to reflect on. The one that appropriately jumps out is the discussion around events as I’m writing this whilst sat at Learning Live, brought to you by the LPI, one of my favourite events in the calendar and a great chance to catch up with people.
I’m very aware that each of these themes could well be a blog in their own right so I try to add a little bit of colour and context based on the conversations I’ve been observing.
Learning event participation and value
Several members discussed the value of attending conferences like Learning Live. There is a shared perception that while these events can feel commercialised, they also offer significant value in terms of quality content and engaging speakers. Participants discussed that they find Learning Live less formal and more intimate compared to larger industry events like Learning Technologies, with a focus on networking and learning from others in the field.
Reflecting on the above I agree. I enjoy Learning Live and the opportunity it provides to catch up with people, it definitely has a nice blend of expert content, networking and seeing what providers are doing. Learning Tech is a beast that I enjoy in a slightly masochistic way, you definitely need your comfy shoes on and at least a day to explore the floor properly. I’m curious what it feels like as a vendor and whether it provides returns from a sales point of view, or whether it is a brand raising activity. I wonder if there is a middle ground that connects fewer intelligent organisations from the sell side with a handful of people from the buy side to have a conversation….
Underrepresented Talent Programs and DEI Efforts
Discussions emphasised the development of inclusive programs for underrepresented groups, particularly from ethnic minorities, within the workforce. Members shared personal experiences and resources, highlighting a collective effort to improve diversity, equity, and inclusion. The focus was on practical support and knowledge sharing for building effective DEI initiatives, reflecting the group’s commitment to fostering inclusive workplace cultures. This was reinforced by conversations around the creation of DEI committee purpose statements and the desire to model best practices.
I found this interesting as these conversations took place in the three ‘generic’ talent and leadership groups that cover about 650 people. We have another group that has nearly 300 people who are focussed on DEI as well that are also talking about this. For me this shows that DEI is still on the agenda of a broad range of people, a really positive thing.
Leadership Development for Senior Talent
Participants explored the creation of customised leadership programs targeting senior roles, including CFOs and operational leaders. Experiences were shared across industries on how to accelerate senior talent toward leadership positions, with a focus on personalised, experiential development frameworks. There was also an interest in developing leadership programs for managing remote teams, emphasising adaptability in the context of evolving workplace environments. The group expressed a need for facilitators skilled in delivering high-quality, experiential learning for senior leaders.
The thing that doesn’t come out of the summary data is the desire to find new and different suppliers. The needs are getting more specific and populations are getting segmented, yet the levels requiring support are quite senior so a scalable AI solution isn’t an option. It feels like the traditional leadership development providers can’t meet the more niche requirements.
360-Degree Feedback and Performance Tools
A detailed examination of feedback tools revealed a range of options used for performance and leadership evaluations, including Qualtrics, Envisia, Hogan, and Culture Amp. Members discussed the ease of use, cost, and effectiveness of these platforms, with a particular interest in finding unbiased, comprehensive solutions. The importance of addressing bias in performance reviews, especially for underrepresented groups, was also a key theme, with tools like Textio recommended for ensuring fairness in feedback language.
This is a continuation of a theme from previous months. Community members are still seeking scalable ways to identify talent and provide feedback for their people. It maybe also highlights a gap in understanding of the assessment market that could be addressed.
Future of Learning & Development and AI
Conversations centered on the evolving role of learning and development (L&D) in response to technological advancements and changing work environments. Members explored how L&D functions can stay relevant by integrating AI and data literacy initiatives, such as data academies and digital platforms. This reflects a growing trend toward equipping workforces with the necessary digital skills to thrive in a tech-driven future, with participants actively exploring AI-driven solutions for learning and development.
Related to the above LMS selection was a frequent topic, with systems like Thrive and Vista being recommended based on functionality and user experience. Participants emphasised the importance of choosing platforms that meet the specific needs of their organisations, and the group was open to sharing recommendations and contacts. Additionally, there was a growing interest in innovative learning tools, including gamification and AI-driven content, which can enhance the engagement and effectiveness of learning experiences.
There are a number of organisations struggling with their learning tech stack at the moment. Caught up in a perfect storm of an embedded LMS with a long term contract, a LXP that they have integrated with a series of APIs and then a wave of new tech products that are powered by AI that promise to be game changers – and some are beginning to have strong user cases.
Succession Planning and Talent Development
Participants discussed innovative approaches to succession planning, moving away from traditional methods to focus on skills development and leadership potential. Career paths, leadership-sponsored projects, and innovation labs were highlighted as key strategies for fostering talent. The shift toward experiential, real-world applications in leadership pipelines reflects a broader trend in succession planning that prioritizes practical learning over theoretical development.
This is very topical for me. We’ve just had the fourth module of the Learning Leader Programme, delivered by Carl Clarke of Vodafone. People are at very different points in their implementation of a skills based approach. Intuitively it feels like the sensible way forward, but barriers still exist such as tech platforms, inertia and unclear business cases.
Vendor Selection for Global Training Programs
There was significant discussion around selecting vendors for global sales and leadership training programs, particularly in specialized industries like healthcare. Members shared recommendations for evidence-based, adaptable training solutions, such as Challenger Sales and IFHP, to meet the specific needs of their organisations. The collaborative nature of these conversations reflects the group’s reliance on peer recommendations to identify high-quality vendors for training and development programs.
Despite the need for approaches to meet the needs of smaller populations, there is also a need for global providers who have a genuine global network. I experienced this challenge at GSK when rolling a programme out to multiple countries in 13 languages. Many providers said they were global, but when you dig a little you regularly find it is an associate model. For a high stakes visible leadership programme quality is key and an ‘owned’ facilitator pool goes a long way to de-risking it.
Psychometric Assessments and Talent Development
The group discussed the use of psychometric tools for talent development, with a preference for scientifically backed assessments like Hogan and Korn Ferry. There was a strong emphasis on selecting reliable tools for leadership coaching and decision-making, particularly in high-stakes environments. Members expressed a desire to move away from less validated tools like MBTI and DISC in favour of more robust, research-driven assessments.
It was pleasing to see a desire for rigour in assessment methodologies. I firmly believe that for the learning profession to be taken seriously we need to up our game and ask for evidence based methodologies from those we partner with. Not commenting on the above, but it is surprising the reaction you get when you ask for the technical manual when engaging with organisations selling psychometrics.
Creative Approaches to Business Development and Leadership Training
Members explored creative and gamified approaches to training, including the development of a business development board game to simulate client relationships and pitching strategies. This reflects a shift toward more interactive, experiential learning formats that engage participants in real-world business scenarios. The group’s interest in gamification and innovative training tools underscores the demand for engaging and effective learning experiences that go beyond traditional methods.
This was a fun chat, bit of a Friday afternoon conversation. Someone asked for ice breakers and was flooded with ideas. Some classics, and some new. I was reminded of www.businessballs.com that I leant heavily in my early career and was pleasantly surprised to see it still exists.
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Hope the above is useful and interesting, I need to get my head in the data from August now to see what L&D folks around the world were talking about during their summer holidays.
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