This video packages up a presentation I made at Learning Technologies in London in January. It describes how corporate learning and development appears to be at a crossroads. On one hand it faces unparalleled cost, budgetary and environmental pressures, while on the other it is blessed with the most exciting opportunities in a generation. In this presentation, I look at the most common problems being faced by l&d, I develop a vision for the future, explore six strategies likely to help in achieving that vision, and sets out the steps that need to be taken to get started.
Learning is not an isolationist activity. When learning is viewed as a network, each node (in this case, employee) that improves its own value (value defined as ability to act in a contextually appropriate manner to a challenge or opportunity and increased relevance to the environment around) creates a ripple effect that impacts other nodes, improving the value of the entire network (or organization). Seen in this manner, measuring learning impact is less about dollars in, and more about increased relevance and competence. The industrial input/output model is a difficult template to place over a knowledge era organization. Measuring learning effectiveness requires a global view of the corporation. The overall ability of an organization to achieve its defined vision is a by-product of the quality of its learning. An organization in a deficit stage of vision achievement will require increased learning. Models for measuring (and capacity to measure) this view of learning are currently lacking. Metrics of industrial era evaluation are still dominant.
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