While there’s no substitute for real feedback from the leaders who are key internal customers for a learning organization, J. Hruby, vice president of sales and marketing at Fredrickson Learning, said there are some signs that a learning function’s current brand may not be what the learning leader would like it to be.
- None of the major L&D initiatives align with or support key business initiatives that company’s executives and senior leaders talk about.
- The L&D organization receives most requests for tactical assistance after others already have defined a solution.
- The learning leader frequently sees missed opportunities because the L&D organization was brought in late on an initiative – or not brought in at all.
- The learning leader is often associated with projects or products the learning organization doesn’t own or had no role in creating.
- The learning organization has many “rogue” overlapping, or contradictory products and systems. For example, multiple LMSs, overlapping sales or leadership development programs, or multiple subscriptions to the same content.
Bravetta Hassell is a Chief Learning Officer associate editor. Comment below, or email firstname.lastname@example.org.
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