LPI Research Shows an Imperative for Transformation in L&D
A recent survey by the Learning & Performance Institute (LPI) has provided evidence that there has never been a greater opportunity for L&D functions to contribute significant value-add to their organisations. At the same time, however, resistance to delivering change, due to budgetary constraints and other factors, has never been greater. This “perfect storm” necessitates the development of a roadmap for L&D managers to successfully navigate through these choppy waters.
A majority of L&D departments in the UK are facing a time of significant challenges with budget cuts, reduced staff and deferred integration of learning technologies. At the same time, a recent survey by the Learning & Performance Institute (LPI) has provided evidence that there has never been a greater opportunity for L&D functions to contribute significant value-add to their organisations.
The organisational imperative to become more agile is—more than ever before—generating an opportunity for L&D to transform itself into a powerful change agent within their organisations. At the same time, however, resistance to delivering change, due to budgetary constraints and other factors, has never been greater. This “perfect storm” necessitates the development of a roadmap for L&D managers to successfully navigate through these choppy waters.
LPI research suggests that although 81% of L&D professionals say their organisation has a learning strategy, many of these so-called “learning strategies” are actually little more than one-year operating plans.
“L&D managers need to have a well-defined strategy in order to proactively support the business during these trying times,” said Stewart Mackenzie, business development manager at Clarity. “These findings from the LPI help to shed light on how to successfully move forward.”
Building a clear understanding of the benefits and risks of the “perfect storm” will enable enterprises to develop an L&D business strategy to maximise the upsides and minimise the downsides to this transformation. Part of this comprehensive business strategy needs managers to include a clear vision, an L&D workforce plan and a clear assessment of their risk management.
“This is a great time to be an L&D manager – but you certainly need nerves of steel! In this report we highlight the skills that are critical for L&D professionals to be able to maximise the opportunities created by the Perfect Storm; and be able to minimise the risks,” said Alan Bellinger, executive consultant to the LPI. “After all, a risk is only a problem before it’s identified.”
These findings are included in the white paper, “Navigating the Perfect Storm in L&D,” prepared by Alan Bellinger on behalf of the LPI with additional research from Clarity Consultants. The study was based on the 2011 LPI surveys of L&D and corporate training professionals with a specific focus on executives working for large, UK-based organisations.
A download of the white paper, “Navigating the Perfect Storm in L&D,” is available at the LPI website.
Clarity Consultants Press Contact:
Stewart Mackenzie
Business Development Manager
[email protected]
Phone: +44 (0)20 3330 0858
Mobile: +44 (0)7775 420693
Learning Performance Institute Press Contact:
Matthew Harland
Marketing Manager
Learning and Performance Institute
[email protected]
Phone: +44 (0)845 006 8858
Mobile: +44 (0) 7801 204 036