Many Organizations are stretched so thin with time being such a premium
“We are just trying to get the training done that is being asked for, who has time to strategize”.
Why a Learning Strategy?
In the context of today’s continuous changing business realities, the investment in new skills is required to grow and transform the organization. It is challenging to predict exactly what skills will be needed in the future. The solution is to build a workforce that is flexible, adaptable and able to shift with changes by embracing learning as one of the core vehicles to accomplish this.
Developing a Learning Strategy is the first step in this journey. The purpose of any strategy is to ensure the learning and training investments are linked to business outcomes identified as the organization’s business priorities. In other words, specific business results should be expected from your investments in learning and training.
Learning strategies should answer two primary questions that are driven by expected business outcomes:
What is going to be done and Why?
A strategy assesses the Organization’s business environment and documents the vision and expected business outcomes which drives the Learning component. Our comprehensive strategy model is broken into four parts. However, the detail can be simplified based on the presence of a robust Corporate Strategy. Essentially, a learning Strategy must have what learning needs to occur and why along with a means to know when it is achieved.
Would strategizing be time well spent?
A rhetorical question, yes!
To succeed, an organization needs to be proactive not reactive. The Learning Strategy provides recommendations to support both the development and deployment of learning initiatives. The recommendations provide direction and focus to develop the knowledge and skills necessary to impact performance and help deliver the expected business results. The strategy embraces a talent management plan that ensures future needs will be met.
The degree of complexity and comprehensiveness is up to each Organization and its relative circumstances at the time of initiation.
Many Organizations are stretched so thin with time being such a premium
“We are just trying to get the training done that is being asked for, who has time to strategize”.
Why a Learning Strategy?
In the context of today’s continuous changing business realities, the investment in new skills is required to grow and transform the organization. It is challenging to predict exactly what skills will be needed in the future. The solution is to build a workforce that is flexible, adaptable and able to shift with changes by embracing learning as one of the core vehicles to accomplish this.
Developing a Learning Strategy is the first step in this journey. The purpose of any strategy is to ensure the learning and training investments are linked to business outcomes identified as the organization’s business priorities. In other words, specific business results should be expected from your investments in learning and training.
Learning strategies should answer two primary questions that are driven by expected business outcomes:
What is going to be done and Why?
A strategy assesses the Organization’s business environment and documents the vision and expected business outcomes which drives the Learning component. Our comprehensive strategy model is broken into four parts. However, the detail can be simplified based on the presence of a robust Corporate Strategy. Essentially, a learning Strategy must have what learning needs to occur and why along with a means to know when it is achieved.
Would strategizing be time well spent?
A rhetorical question, yes!
To succeed, an organization needs to be proactive not reactive. The Learning Strategy provides recommendations to support both the development and deployment of learning initiatives. The recommendations provide direction and focus to develop the knowledge and skills necessary to impact performance and help deliver the expected business results. The strategy embraces a talent management plan that ensures future needs will be met.
The degree of complexity and comprehensiveness is up to each Organization and its relative circumstances at the time of initiation.
Many Organizations are stretched so thin with time being such a premium
“We are just trying to get the training done that is being asked for, who has time to strategize”.
Why a Learning Strategy?
In the context of today’s continuous changing business realities, the investment in new skills is required to grow and transform the organization. It is challenging to predict exactly what skills will be needed in the future. The solution is to build a workforce that is flexible, adaptable and able to shift with changes by embracing learning as one of the core vehicles to accomplish this.
Developing a Learning Strategy is the first step in this journey. The purpose of any strategy is to ensure the learning and training investments are linked to business outcomes identified as the organization’s business priorities. In other words, specific business results should be expected from your investments in learning and training.
Learning strategies should answer two primary questions that are driven by expected business outcomes:
What is going to be done and Why?
A strategy assesses the Organization’s business environment and documents the vision and expected business outcomes which drives the Learning component. Our comprehensive strategy model is broken into four parts. However, the detail can be simplified based on the presence of a robust Corporate Strategy. Essentially, a learning Strategy must have what learning needs to occur and why along with a means to know when it is achieved.
Would strategizing be time well spent?
A rhetorical question, yes!
To succeed, an organization needs to be proactive not reactive. The Learning Strategy provides recommendations to support both the development and deployment of learning initiatives. The recommendations provide direction and focus to develop the knowledge and skills necessary to impact performance and help deliver the expected business results. The strategy embraces a talent management plan that ensures future needs will be met.
The degree of complexity and comprehensiveness is up to each Organization and its relative circumstances at the time of initiation.