According to research from the Open University Business School, two-fifths of international organisations still don’t have a global strategy for learning. Alone, this figure may be startling. However, a closer look into the inner workings of these businesses reveals the sad truth behind the findings: most leaders still see L&D as a ‘token’ activity, a function of HR that only becomes relevant when all other concerns have been cleared from the table.
But a clear table and a free schedule is a pipe-dream for most C-Levels, and in turn, L&D rarely gets a look in. In fact, the report further revealed that half of L&D decision-makers think learning is not seen as important and 42% lack direction from the top.
While it may never seem like “the right time” or an urgent matter, talent development plays a critical role in the long term success of your business and underpins the loyalty of your employees. Without a sense of progression or the space to learn new skills, staff become stagnant in their roles and lose motivation fast. Instead, the Learning and Development function should be seen as a senior partner, treated as a key player in the future of a firm. Rather than existing as just a delivery entity for training, global organisations should recognise the commercial impact that L&D has for the business.
Two thirds of respondents believe organizations with a learning culture will be the most successful over the coming years, and a similar proportion see global learning programs as the future. Indeed, 60% think highly effective learning is ‘critical’ to organizational success, helping companies to adapt quickly to market need and effectively to disruption and uncertainty. Over half of L&D decision-makers stated that there would be a significant commercial impact if their L&D teams collaborated across the world.