Welcome to the Talent and Leadership Club blog for September. I’d love to find a way to get this to more people as still encounter surprise when I tell people that there is a summary of the hundreds of messages exchanged in the three WhatsApp groups that community members use to exchange ideas and ask for recommendations. The theme is detailed first and then I have added some personal reflections on the discussion afterwards in italics.
What are the advancements in E-Learning technologies?
The dialogue around e-learning tools revealed a push towards making learning accessible for non-technical staff, with platforms like iSpring and Articulate Rise 360 being highlighted. Participants shared their experiences with these tools, discussing their user-friendliness and potential to democratise content creation.
I haven’t specifically looked at the e-learning creation market recently, but I have been very pleasantly surprised by tools such as Arist and Sana Labs when I was doing a bit of a deep dive into the skills marketplace. The ability of these systems use the power of AI to scan the open market, or internal data, to develop learning was impressive. There was a debate at an event I was at recently on personalised learning pathways – I wonder if they completely missed the point as I suspect AI is going to enable people to create completely tailored content for any topic.
What does a good talent management strategy look like?
Discussions about talent identification techniques, including the re-evaluation of the 9-Box Grid model, showcased varying organisational approaches to managing talent. Participants expressed interest in sharing best practices and exploring alternative methods, indicating a collaborative atmosphere aimed at refining talent management processes. The need for deeper discussions on this topic reflects a desire for continuous improvement in recognising and developing talent within organisations. This emphasis on collaboration underscores the value of learning from peers' experiences.
This is a topic that won’t go away and how organisations identify talent is constantly raised in the discussions. One of the things I think I’m going to do with the community in the new year is to bring together the ‘ecosystem’ on a range of topics to discuss and debate with the aim of building collective knowledge and moving some discussions on a bit. These events will be accompanied by research papers that will benefit all. This topic is definitely on the list of things we will tackle.
How do central and local L&D teams collaborate?
The challenge of fostering collaboration between central and local learning and development teams was a prominent theme. Participants shared their strategies for improving communication and aligning learning initiatives across various business units. The focus on collaboration indicates a recognition of the diverse needs within organisations and the importance of tailoring strategies to fit local contexts. Enhancing this relationship is seen as crucial for ensuring that learning strategies are effectively implemented and embraced by all employees.
This was fascinating to observe. Interesting dynamics at plan – some have central teams and then embedded teams in different functions. Others have a central team and then regional teams operating around the globe. I’ve experienced both and it can definitely be a challenge. Budgets are often the key factor in determining who gets the final say on what happens. Senior leadership support is also key if central teams want to have an impact.
What is the latest thinking in the coaching space?
Executive coaching emerged as a key topic, with participants sharing recommendations for coaching providers and discussing the specific needs at different organisational levels. The dialogue emphasised the importance of finding tailored coaching solutions that align with individual leadership styles and organisational goals. There is a clear interest in developing scalable coaching programs that can effectively support leaders as they navigate challenges. This focus on personalised development reflects a broader commitment to enhancing leadership capabilities within organisations.
This is another topic that I want to do a deep dive on with the community. I can see a real benefit in bringing pure AI coaching players together with AI augmented players, platform-based coaching offerings and exec coaching providers to explore when the different offerings should be deployed. It feels like a bit of an arms race with the different offerings competing for the same budget, but from a buyer point of view context if king and a blend of offerings needs to be implemented.
Measuring learning impact and ROI
Members expressed a keen interest in discussing metrics used to measure the impact of learning and development initiatives. The conversation hinted at a growing trend towards demonstrating tangible business value and return on investment (ROI) from L&D activities. Participants acknowledged the need for more evidence-based approaches to support their strategies and investments. This focus on metrics underscores the importance of accountability and effectiveness in the evolving landscape of corporate training.
Probably disclosing too much, but I struggle to get excited by impact measures. Having worked in behavioural learning most of my life it feels there are too many intangibles that impact the effectiveness of a programme and often the key success measures are really hard to measure. I’ve recently ran a programme with Cambridge University and a number of senior leaders and one of the main benefits was the sense of community that was created. It feels really hard to stick a meaningful measure against this. That being said, we do have to show impact and there were some good discussions around the link with performance and financial returns that have been implemented.
Budget-Conscious Learning Solutions
Conversations around budget-friendly digital learning platforms showcased a collective effort to find cost-effective solutions without sacrificing quality. Participants shared their experiences with various platforms, emphasising the importance of scalable options for organisations with limited resources. This focus reflects a practical approach to enhancing learning experiences while being mindful of budget constraints. The desire for affordable solutions indicates a commitment to making learning accessible for all employees.
I’m seeing more questions around how to deliver on smaller budgets and demonstrate value as a defence against cuts. There is definitely economic uncertainty around and budgets are being squeezed. This, combined with a lot of hype around the possibilities of AI, are causing leaders outside of learning to challenge the way we do things and see if there is a most cost effective way. They are right to challenge and we need to embrace this challenge. Getting ahead of technology advancements is essential so we are leading the discussion with our stakeholders rather than responding to it.
Challenges in Implementing Change Initiatives
Discussions revealed several challenges faced by organisations when implementing new initiatives, particularly regarding leadership engagement and buy-in from employees. Many members highlighted the need for open communication to foster acceptance of cultural changes.
This relates to the above point around budgets. I’m noticing that organisations are focussed on delivery and people are feeling under pressure. As a result time is at a premium and our people are less inclined to attend learning events when they could be delivering. Again, we have a responsibility to ensure that learning is delivered in the most efficient way, but also to push back if time is needed to do something right.
That’s it for thing month. One day left of conversations in October so it won’t be long before I can pull the data for this month and see what themes have been discussed.
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