The capability to learn faster than the competition is now mission critical…but how best to do it?

It’s important to get things in perspective here - the first thing that needs to be said is that generally speaking the perceived value delivered by an organisation’s L&D function has greatly increased over the last twenty years or so. 

The reasons are clear - more Heads of L&D have built credibility with senior management by aligning their function to strategic business objectives and ensuring that learning design and training delivery follow consistent standards. More L&D teams are focused on being pro-active, collaborating with business managers to identify and meet learning needs, rather than simply being re-active to what they are given to do. More L&D practitioners have aspired to be genuine ‘professionals’, embracing personal CPD activities to develop their skills and enhance their capability to add value.

Nevertheless, although things have certainly improved (‘death by PowerPoint’ is less ubiquitous than it was!) the UK still lags behind in the skills of the workforce compared with its principal competitors. Could more be done? Nick Mitchell, CEO of The Training Foundation, believes that it could: “Our research suggests that 5 key areas are too often being largely overlooked. Each one, if given thoughtful consideration, could directly or indirectly lead to a substantive improvement in L&D’s effectiveness in terms of learning transfer and return on investment.”

In this video clip, Nick offers his thoughts on these 5 opportunity areas:

- adjusting the perceptions of senior managers towards L&D
- recruiting the right people to L&D roles
- ensuring ongoing skills development of the L&D team
- developing a robust learning transfer system
- measuring the right things

The Training Accreditation Programme is assisting hundreds of L&D Managers across all strands of the private and public sectors to develop their capabilities in these areas.  Visit the website for more information about .