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eLearning Blog
Home › Blog › Advocating for L&D in the Workplace
ADVOCATING FOR L&D IN THE WORKPLACE
Jun 3, 2024 | Articles
L&D professionals play an important role in fostering a culture of continuous
learning within organizations. Depending on how their organization is
structured, some L&D professionals may feel as if they are operating alone on an
island.
A true learning organization values L&D and puts it at the forefront of
strategic planning and employee development. To support L&D professionals who
are striving to cultivate a learning organization, this blog provides tips for
ways L&D professionals can advocate for L&D within the organization and obtain
the necessary buy-in from key organizational stakeholders.
To be most effective, L&D can’t operate within a silo. It needs to be included
in conversations early and often to identify ways the organization can integrate
learning into the flow of work to improve employee performance and overall
efficiency. The first step to ensuring that L&D is at the forefront of strategic
planning discussions is to obtain buy-in from senior leadership. This
demonstrates a top-down commitment to training within the organization.
Here are four strategies that L&D professionals can employ to advocate for the
benefits of L&D and secure organizational buy-in:
1. ENGAGE KEY STAKEHOLDERS EARLY
Engaging key stakeholders early in L&D discussions is essential for ensuring the
relevance and effectiveness of training programs.
The first step is to identify and involve influential leaders and employees from
various departments who can provide valuable insights into the organization’s
training needs and strategic priorities. Engaging stakeholders early creates a
coalition of advocates who can champion L&D initiatives across the organization.
When stakeholders are involved in the planning and development stages, they are
more likely to understand and support the goals of L&D and communicate its
benefits to other employees within the organization.
Depending on the size of the organization, L&D professionals can work with
senior leadership to form an L&D advisory committee to engage in strategic
conversations over L&D’s role within the organization. By intentionally
including different individuals within the organization, L&D professionals can
gain a deeper understanding of employees’ learning needs across various
functions of the organization. This approach also promotes a sense of ownership
among stakeholders throughout the organization and helps to break down silos.
2. ALIGN L&D WITH YOUR ORGANIZATION’S STRATEGIC GOALS
Aligning training with an organization’s strategic goals is necessary to
demonstrate the value of L&D initiatives and ensure their relevance to the
organization’s success. To achieve this alignment, L&D professionals must first
gain a deep understanding of the organization’s strategic objectives, key
performance indicators, and current challenges. This involves close
collaboration with senior leadership and managers to identify areas where skill
development can directly impact business outcomes. For example, if a company
aims to enhance customer satisfaction, L&D initiatives could focus on improving
customer support skills and product knowledge. By clearly linking training
initiatives to specific business goals, L&D professionals can create targeted
programs that address the most pressing needs of the organization.
When training programs are explicitly designed to support strategic priorities,
it becomes easier to measure their impact and demonstrate a clear return on
investment. Aligning training with business goals helps in securing buy-in from
stakeholders and justifying the investment in L&D initiatives.
3. PRESENT METRICS THAT MATTER
L&D professionals are constantly asked to explain the ROI of training in the
workplace. This can become a very challenging task if appropriate metrics are
not in place.
L&D professionals should establish baseline metrics for all L&D initiatives
within the organization that can demonstrate to senior leadership the number and
types of programs being implemented and employee participation. In addition to
these baseline metrics, identifying metrics that measure employees’ acquisition
of knowledge and application can show how quickly training is being applied on
the job. When leadership can see that improvements are being made on the job as
a result of training, they’ll be more inclined to invest in L&D efforts.
To build a culture of continuous learning throughout an organization, additional
metrics should be gathered that collect employees’ perspectives and the value
they find in an organization’s L&D initiatives. Metrics should not be limited to
immediate learning outcomes that result from training; rather, they should also
identify the degree to which L&D is supported within individual organizational
units and how much time employees are provided to engage in training to support
their respective roles within the organization.
4. COMMUNICATE OFTEN
To build support across all levels of the organization, training professionals
should communicate the personal and professional benefits of L&D to employees.
Identifying opportunities for career advancement, skill development, and
increased job satisfaction can motivate employees to actively participate in L&D
initiatives. Promoting a culture that values continuous learning requires more
than just formal training sessions. Encouraging informal learning opportunities,
such as mentorship programs, knowledge-sharing sessions, and access to online
learning resources, can help embed learning into the everyday operations of the
organization. Recognizing and rewarding employees who actively engage in
learning can further reinforce this culture.
Creating a feedback system where employees can share their learning experiences
and suggest improvements can also foster a sense of ownership and engagement in
the training process. It also demonstrates an organization’s commitment to
providing L&D experiences that meet the needs of the employees and are relevant
to their roles.
By implementing these strategies, L&D professionals can effectively advocate for
the importance of L&D and secure the necessary buy-in to transform their
organization into a dynamic learning organization. This proactive approach not
only supports the professional growth of employees but also drives the
organization toward achieving its strategic objectives.
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Jill Stefaniak is a Chief Learning Officer at Litmos. Her interests focus on the
professional development of L&D professionals and instructional design
decision-making. She also serves as an Associate Professor in the Learning,
Design, and Technology program at the University of Georgia. This content
represents the opinions of Jill Stefaniak. It carries no endorsement of the
University of Georgia.
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