As we have entered the 21st Century, there are serious question getting addressed in training and development by linking it with business strategy. Based on a review and synthesis across a range of literatures covering management, organization, leadership, and training & development, this paper identifies (this paper was presented to ISTD FOR EHRD thinker award – received Gold medal for same) :
1 Focus of the research – aligning learning with business needs
2-How should organization develop and deliver a learning strategy?
3-How future leaders to be nurtured for VUCA scenario (VUCA – Volatility, Uncertainty, Complexity and Adaptability) and can meet the organization’s goal.
The main purpose of this paper would be more on exploratory research in approach and would intertwine, how above mentioned elements are leading to great success in the organization and how can employees becoming stronger VUCA leaders to drive business. Evidence are drawn from case studies, literature and telephonic survey . It suggests that a new kind of people and their thoughts are needed and how training & development can be aligned with Business strategy in VUCA world, in the form of new VUCA MODEL – Vision, Understanding, Clear & Adaptability.
The research paper would focus on a framework toward people development models and to identify and foster the leaders in the organizations need now and in the future.
Todays Vision for learnings and Trends
There is a big shift in thinking from a focus on delivering training (input) to learning at work (process) and its impact on performance (output). A serious attempt by an organisation to align learning priorities with business needs. This takes place both through personal discussions with executives, and through formal structures such as Training Committees at various levels.
The organization is developing varied metrics (both ‘hard’ and ‘soft’) for assessing the business impact of learning activities. Measuring ‘ROI’ is still espoused as the goal in some organization, but is not a very realistic ambition for overall investment in learning as opposed to specific interventions.
A shift in learning interventions for most staff towards shorter and more modular formal training, increasing provision of e-learning modules with greater reliance on on-the-job coaching.
A desire to offer more experiential learning through projects, secondments, career moves, etc, and more personal support – enriched feedback, coaching and mentoring, are examples.
Old ‘training’ wine in new ‘learning’ bottles?
There are good reasons why the issue of learning is high on the corporate agenda. An organization that learn and adapt are the ones best able to survive and prosper. There is also increasing evidence that development is a key factor in attracting and retaining high quality employees. And, how far has the idea of ‘organizational learning’ been converted into something tangible and practical?
The term ‘learning’ is gaining in use with “development” of an organization, but is it just good old ‘training’ under a new name, or a signal of a wider and deeper understanding of the nature of learning at work.
Research questions A set of more specific research questions was framed exploring learning strategy methods of supporting learning and delivering T&D activities, and the structure and resourcing of the learning function.